Innovation in MR – Threat Or Opportunity? Annual Tech Report Takes the Industry’S Pulse

Fighting inertia Are sliders too slick Customer service via in B2B for surveys? social media

Innovation in MR – threat or opportunity? Annual tech report takes the industry’s pulse

SPECIAL SECTION Top Panel Companies

June 2016 www.quirks.com

Quirk’s Marketing Research Review CONTENTS June 2016 • Vol. XXX No. 6 DEPARTMENTS

page 6 Click With Quirk's 34 10 In Case You Missed It...

14 Survey Monitor page 44 20 Product and Service Update

60 Top Panel Companies page 50 68 Names of Note 70 Research Industry News page 28 74 Calendar of Events 77 Index of Advertisers page 60 78 Before You Go…

Quirk's Marketing Research Review 4662 Slater Road | Eagan, MN 55122 651-379-6200 | www.quirks.com Publisher • Steve Quirk

Illustration by Jennifer Coppersmith Design by Jennifer Illustration [email protected] | x202 Editor • Joseph Rydholm ON THE COVER [email protected] | x204 Digital Content Editor • Emily Koenig 28 Do we have a problem with [email protected] | x210 innovation? Circulation Manager • Ralene Miller Highlights from the [email protected] | x201 FocusVision 2015 Annual MR Production Manager • James Quirk Technology Report [email protected] | x206 By Sheila Wilson and Tim Macer Directory Sales • Ilana Benusa [email protected] | x213 56 Leverage the irrational TECHNIQUES V.P. Sales • Evan Tweed How B2B marketers can use [email protected] | x205 34 A change for the better cognitive biases to their advantage Sales • Lance Streff Studies chart the evolution of By Adam Jones [email protected] | x211 social media as a customer service channel By Marianne Hynd COLUMNS ••• moving? make sure Quirk’s comes with you! 44 A touchy subject 12 Trade Talk Send change of address information Are sliders too slick for surveys? Gallup article another example of to [email protected] By Trent D. Buskirk qual’s resurgence By Joseph Rydholm Download the Quirk’s iPad, iPhone 50 Changing their beliefs 24 By The Numbers or Android app to view this issue. Inertial purchasing propensities in Are smartphone users less-engaged B2B markets An interactive downloadable PDF of survey-takers? By David Soorholtz and Terry Grapentine this magazine is available at www. By Philip Derham quirks.com/pdf/201606_quirks.pdf.

4 Quirk’s Marketing Research Review // June 2016 www.quirks.com

••• online, e-newsletter CLICK WITH and blog highlights

3 things to do online—right now! // Noted Posts QuirksBlog.com 1 ADVANCE YOUR DEGREE | quirks.com/directory/ Marketing_Research_Degrees.aspx) Saying goodbye to Dos Equis’ ‘most interesting man’ 2 JOIN OUR LINKEDIN GROUP | http://linkd.in/1IcBFNQ quirksblog.com/blog/2016/04/08/

10 commandments for keeping 3 FIND A NEW JOB | quirks.com/jobs up with the pace of change quirksblog.com/blog/2016/03/21/

Recent study ﬁ nds changes in ••• coming soon brand engagement Quirk’s research on researchers! quirksblog.com/blog/2016/03/10/

f you liked our research on researchers in the past, you Imay be anxiously awaiting Quirk’s annual corporate research survey. For more than 20 years Quirk’s has been collecting responses from our subscribers each time they ResearchIndustryVoices.com renew. In fact, every year we gather more than 6,000 responses. Quirk’s also conducts the largest annual salary How Facebook reactions are and compensation survey in the industry with more than changing social research 3,000 responses. All of this data will be combined in a researchindustryvoices.com/2016/04/27/ comprehensive Corporate Researcher Report and delivered in September with our annual Researcher SourceBook 11 mistakes to avoid when directory. running an online MR Can’t wait until September to read more about community your peers? Check out Quirk’s 2015 report: www. researchindustryvoices.com/2016/04/08/ quirks.com/PDF/CorporateResearchReport.pdf The role of emotional impact in lowering ad skip rates esearchindustryvoices.com/2016/04/07/ // E-newsworthy ResearchCareersBlog.com Disgust, sadness, hope and anger: Observations from the 2016 10 tips for attracting and retaining Millennial talent presidential race researchcareersblog.com/2016/04/14/ quirks.com/articles/2016/20160426-1.aspx 3-step research process for identifying your What you need to know about non-compete agreements product’s triggers and barriers researchcareersblog.com/2016/04/04/ quirks.com/articles/2016/20160426-3.aspx 7 tips for mastering online job Top 10 most intimate brands: Study highlights how interviews emotions impact brand relationship researchcareersblog.com/2016/03/28/ quirks.com/articles/2016/20160425-2.aspx

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••• insurance research Insurance shoppers not ﬁ lling in all the blanks survey conducted by online insurance-shopping platform CoverHound found ••• food research Athat 51 percent of quoted insurance shoppers provided inaccurate information either by accident or intention- Our sandwich ally. Many shoppers requested a quote without providing choices are correct information or forgot to include changing some important onsumers eat an average of 3.7 information Csandwiches per week, which has to carriers. remained stable over the past few Millennials years. However, consumers are now provided eating a wider variety of sandwiches inaccurate and sourcing them from a greater information variety of locations as they look for by accident new, unique foods, according to the or intention- 2016 Sandwich Consumer Trend Report ally 6 percent from Chicago researcher Technomic. more than While burgers are still consumed most their older, often of all sandwich varieties mea- Baby Boomer sured, other varieties – including deli counterparts. salad, breakfast, flatbread and ethnic Homeowners were sandwiches – are gaining on burgers. more accurate than In other findings, the rise of renters, with renters all-day breakfast is creating new op- being 4 percent more likely portunities for breakfast sandwiches: to omit or provide inaccurate 27 percent of consumers say they are information versus homeowners. buying breakfast sandwiches out- Comparing shoppers self-reported as “currently insured” and “uninsured,” side of typical breakfast hours more currently insured shoppers are 5 percent more likely to omit or provide inaccu- often now than they were a year ago. rate information either intentionally or by accident. CoverHound found only a Consumers increasingly demand mini small difference between lower- and higher-risk shoppers. Compared to lower-risk sandwiches that they can eat as a shoppers, only 2 percent more of the higher-risk shoppers omitted or provided snack (37 percent, up from 31 percent inaccurate information either intentionally or by accident. Men and women were in 2012). And chain restaurants may also the same: Nearly the same percent of male and female shoppers omitted or benefit from differentiating sandwich provided inaccurate information either offerings: 36 percent of consumers intentionally or by accident. overall and 47 percent of Millennials think that chain restaurants all offer very similar sandwiches. quirks.com/articles/2016/20160601.aspx

10 Quirk’s Marketing Research Review // June 2016 www.quirks.com A McMILLION COMPANY The Premier Online Consumer Panel

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mindfieldonline.com/client Panel Members Verified By 800-969-9235 [email protected] Trade Talk By Joseph Rydholm, Quirk’s Editor Gallup article another example of qual’s resurgence

t’s largely anecdotal and unscientific, also embark on a qualitative journey, but I’ve observed a welcome change in which means having actual conversa- I www.clarepix.com Pix Photography ©Clare the dialog around qualitative research. tions with customers,” he writes. Joe Rydholm can be reached For a while there, it seemed like versions He offers an anecdote in which at [email protected] of the same old “focus groups are dead” Gallup interviewed the CEO of a major argument were popping up with annoy- food distribution company on behalf ing regularity. And you could always of one of its clients and found out that high growth, a strong relationship and count on some hackneyed reference to the company was planning to let go of strong product penetration; stagnant Steve Jobs hating focus groups being in- the client vendor. “A customer survey relationships, characterized by low cluded in the blog post or article or op-ed. most likely would have shown that growth, a good relationship and weak or But lately I’ve noticed more and the food distributor was satisfied with stagnant product penetration; and strug- more voices, at conferences, in articles the vendor,” he writes. “However, that gling relationships, characterized by and casual conversations, singling out survey alone might not have revealed declining growth, an adversarial relation- qualitative in all its forms – from good- how close the vendor was to being let go. ship and shrinking product penetration. old focus groups to mobile ethnography Fortunately, Gallup connected its client Once the conversations are com- – as a difference-maker, the method with the food distributor to rectify the plete, the key, of course, is doing that generated the customer insight that situation. But without that face-to-face something with what you learn. For its convinced the CEO or awakened the engi- conversation, the client most likely part, Gallup briefs senior leadership neers to the flaws in their design. would never have known the status of and individual account teams on the In a recent article posted on re- its account – until it was too late.” findings. “Leaders typically take action searcher Gallup’s Web site (“For B2B That’s an extreme example, I grant on the more systemic findings,” Kamins companies, customer surveys aren’t you, but illustrative nevertheless of the writes. “However, some problems or op- enough,” http://bit.ly/1TpHVnb), the value of dialog. portunities raised at the account level firm’s Craig Kamins promotes key Elsewhere in this month’s issue we can be addressed only at the executive account reviews for B2B firms and have two articles that look at the role of level ... Stakeholders also might talk emphasizes the value of their qualitative inertia in the B2B customer’s purchasing about unique business opportunities nature. “Quantitative measures uncover habits and a qualitative approach such for the B2B company that they might only so much about the relationships as the key account review seems like a not have relayed to customer leadership between a business-to-business company great way to uncover and then investi- through the normal sales or business and its customers. To understand how its gate the causes of inertia or any other development channels. Some of these op- customers really feel, a company must similar problem related to the sales and portunities might be in the early stages vendor selection process. of development or go beyond the com- When considering potential account pany’s areas of expertise. Nevertheless, review interviewees, Gallup recommends even a cursory discussion of the opportu- including a range of accounts that fall nity might provide the company with a quirks.com/articles/2016/20160602.aspx into one of three categories: high-per- chance to take its relationship with the forming relationships, characterized by customer to a higher level.” 12 Quirk’s Marketing Research Review // June 2016 www.quirks.com Hungry for more yet?

Concept Testing Product Testing Iterative Development Process Packaging Performance Testing Market & Customer Segmentation Competitive Brand Image Strategy Menu Optimization Ingredient Modification/ Degradation/Improvement Unit Remodel Evaluation Menu Labeling Compliance Auditing Price Elasticity & Optimization Test Market/National Launch ATU & BRS )URPLWVLQFHSWLRQ5HVWDXUDQW5HVHDUFK$VVRFLDWHVKDVEHHQIRFXVHGRQUHVHDUFK IRUWKHUHVWDXUDQWDQGKRVSLWDOLW\LQGXVWULHVLQFOXGLQJWKHIRRGVHUYLFHVXSSOLHU JURFHU\DQGKRPHPHDOUHSODFHPHQWVHFWRUV:LWKPRUHWKDQ\HDUVH[SHULHQFH DQGWKRXVDQGVRISURMHFWV55$¶VNQRZOHGJHLVXQPDWFKHG)RU\RXUQH[WSURMHFW FDOOWKHUHVHDUFKHUVZKROLYHDQGEUHDWKH\RXULQGXVWU\GD\LQDQGGD\RXW :H¶UH5HVWDXUDQW5HVHDUFK$VVRFLDWHVDQGIRRGLVRXURQO\ EXVLQHVV

Foodservice Research Experts 714-368-1890 [email protected] ••• a digest of survey ﬁ ndings and new tools IN FOCUS for researchers // Survey Monitor

replacing the winter drafts. When it comes to beer style, lagers are tops, with 30 percent of beer drinkers saying a lager is their preferred choice. However, 40 percent of beer drinkers say their favorite beers change with the season. Millennials may welcome the change most as they’re more likely than any other generation to modify their tastes with the seasons (56 percent vs. 42 percent Gen Xers, 26 percent Baby Boomers, 21 percent Matures). “It’s certainly a good time to be a beer lover,” says Danelle Kosmal, VP of Nielsen’s Beverage Alcohol practice. “As Americans continue to enjoy some of their favorite traditional lagers, they also have a seemingly unlimited set of options when it comes to styles and new flavors. Whether it’s with a new session IPA, a farmhouse ale or a refreshing summer flavor, there are ••• alcoholic beverage research plenty of reasons for beer lovers and brewers alike to be excited about their Beer drinkers happy to be awash in opportunities in beer.” Perhaps just as critical as the choices contents of your pint glass is what’s on the plate next to it. Pizza tops Tastes change with the season the list of foods beer drinkers say is the best to eat while sipping a cold hat a time to be alive – at least ac- to 77 percent of those who prefer im- one (28 percent), which comes as no Wcording to beer drinkers. Nearly port beers and 60 percent of domestic surprise since a separate Harris Poll nine in 10 (88 percent) beer drinkers non-craft beer drinkers. found that pizza also ranked as the agree that it’s a great time to be a Those in their 30s stand out from No. 1 comfort food and beer beats out beer lover. When looking more closely the crowd in their passion for beer. all other alcoholic beverages as the at what it is about beer they love so Among beer drinkers in this age group, top alcoholic beverage to wash down a much, 70 percent say they enjoy try- 95 percent say it’s a great time to be a slice. Burgers (10 percent) and wings ing new types of beer and nearly two beer lover and 85 percent enjoy trying (7 percent) round out the top three in three (64 percent) are fans of local new types of beer. They’re also more favorite foods to pair with a beer. brews. The latter is especially true passionate fans of local brews than the This Harris Poll was conducted in English, of craft beer drinkers, 86 percent of average beer drinker (76 percent). within the United States between February whom are fans of local beer, compared These are some of the results of The 17 and 22, 2016 among 2,115 adults (aged Harris Poll of 2,115 U.S. adults (ages 21 21 and over), among whom 913 drink beer at and older), including 913 who drink least several times per year. Figures for age, beer at least several times per year, sex, race/ethnicity, education, region and surveyed online. household income were weighted where neces- As the weather changes, so do sary to bring them into line with their actual quirks.com/articles/2016/20160603.aspx the taps, with spring seasonal brews proportions in the population. Propensity

14 Quirk’s Marketing Research Review // June 2016 www.quirks.com

IN FOCUS // Survey Monitor score weighting was also used to adjust for more interested in connected home line, Americans just want the tech- respondents’ propensity to be online. products today than they were six nology in their home to work well Respondents for this survey were selected months ago. together (86 percent). from among those who have agreed to par- The increased interest is also Awareness of connected home ticipate in Harris Poll surveys. The data have reflected in the retail environment. brands gradually increases with house- been weighted to reflect the composition of “Connected home products like the hold income levels. However, across the adult population. Because the sample is Nest Thermostat are among one of the multiple income levels, more than half based on those who agreed to participate in fastest-growing categories in the retail of Americans can name at least one the panel, no estimates of theoretical sampling environment,” says Amanda Parrilli, connected home brand. When asked error can be calculated. director of connected home, Home which brands in the “connected or Depot. “And considering the connected smart home” space came to mind, 21 home is really just starting to take off, percent named Nest as the top brand, the potential for the market is incred- followed by Apple (12 percent) and ibly exciting.” Samsung (8 percent). The average connected consumer is The Kelton Global/Nest Connected Home family- and home-oriented. An over- Survey was fielded between April 18, 2016 whelming 89 percent said spending to April 20, 2016 among 1,018 nationally time with family is their first priority, representative Americans ages 18 and older. yet approximately half (51 percent) Quotas were set to ensure a reliable represen- rarely have enough time in the day tation of the U.S. population 18 and older. to do all they need. Perhaps that’s The margin of error for this study is plus or why 63 percent wish that their home minus 3.1 percentage points. could just take care of itself. Fifty-six Additionally, Kelton Global conducted ••• the internet of things percent feel it’s more important that seven studies of home electronic brand and their home is comfortable than looks product awareness from August 5, 2013 to Convenience, good and 73 percent love their home January 5, 2016, with 500 to 1,000 responses and want to live in it for a long time. per study consisting of Americans ages 25 to security main Increased safety and security 65. All survey participants are homeowners, continue to be compelling reasons to decision-makers in their household about beneﬁ ts of a integrate connected home technology, energy, own smartphones, have a household with 44 percent of Americans indicat- income of $60,000 or more and are engaged connected home ing this as a key benefit of having with technology. The margin of error for connected products. Fifty-four percent these studies ranged from plus or minus 2.0 Some privacy worries value the convenience they offer, such to 3.4 percentage points. as the ability to monitor and control The Research Now/Nest Connected onsumer awareness of the connect- their home from anywhere. Home Survey was fielded between January Ced home is growing quickly, accord- Environmental benefits and reduc- 22, 2016 to January 25, 2016 among 614 ing to findings released from connect- ing monthly bills and are also key mo- geographically-representative U.S. homeown- ed home studies that were fielded by tivators for consumers to install con- ers, aged 25 to 65, who are decision-makers Kelton Global and Research Now in the nected home products, with 38 percent in their household about technology and U.S. earlier this year. Commissioned pointing to reduction in home energy have a household income of $60,000 or more. by Nest, the studies were designed to bills as a benefit. Fifty-nine percent of The margin of error for this study is plus or uncover consumer sentiment about the Americans also indicated they worry minus 3.9 percentage points. connected home market. Findings in- about their energy consumption. clude: 81 percent of Americans either Despite growing awareness of own or are interested in purchasing a connected home products like thermo- connected home product in the next stats, Americans are concerned about year; to Americans, the main benefit keeping their personal information of having a connected home product secure online (82 percent) and worry is increased convenience (54 percent), that the technology in their home will followed by increased security (44 quickly become outdated (43 percent). percent), a reduced energy bill (38 Understandably, they are willing to percent) and boosted home value (21 pay extra for high-quality electronics percent); 38 percent of Americans are in their homes (63 percent). Bottom

16 Quirk’s Marketing Research Review // June 2016 www.quirks.com Survey Monitor // IN FOCUS

allergens as the top motivators. are a year-round occurrence but While 38 percent of people feel spring was ranked by the largest the air inside their homes is cleaner portion of people – 31 percent – as than outside, 46 percent feel that the time of year when allergies and indoor elements like dust, pet dander asthma most act up. and mold are major triggers for Eight out of 10 respondents asthma and allergy attacks. believe home cleaning is one way to Respondents reported allergies effectively remove allergens and alle-

••• consumer psychology Clean home = healthy home Housecleaning is more than de-cluttering

new consumer survey confirms Athat spring is the favorite time of year for home cleaning, with 45 percent of people cleaning during the spring season. But it turns out that spring cleaning is about much more than just organizing and de-cluttering. The survey found that one of the primary motivators for deep cleaning was to eliminate unhealthy elements from their homes. In short, people clean for their health. Harris Research Inc., the parent company of carpet and uphol- stery cleaning franchise Chem-Dry, conducted the independent national survey to determine the motiva- tions behind cleaning habits and the importance of healthy home envi- ronments for families. The survey included nearly 700 participants, both men and women, ranging in age from 18-55 across various income levels around the country. While appearance of the home and peace of mind were the two top cleaning motivators among all respondents, health reasons topped the list for women ages 25-34. Among that group, more than 30 percent reported “health of their family” and eliminating unhealthy elements such as bacteria and www.quirks.com June 2016 // Quirk’s Marketing Research Review 17 IN FOCUS // Survey Monitor

viate symptoms and when asked what money every month and 24 percent of credit over time. In fact, when asked part of the home they focus on most report having an emergency fund. to answer multiple-choice questions on to remove allergens, the top response While most college students make those topics, only 31 percent answered was the flooring – carpets, rugs, tile purchases with debit cards (85 per- all three questions correctly. and other flooring. cent), cash (86 percent) and mobile payments (77 percent), more than half – 56 percent – have at least one credit card. In fact, roughly six in 10 (59 percent) report their primary reason for getting a credit card was to build their credit history. The study also finds that the majority of students with credit cards are using them respon- sibly and paying the bill themselves. Specifically, 63 percent pay the balance in full each month and 73 percent pay the bill without assistance from a parent or other adult. Roughly seven ••• retailing research in 10 (69 percent) report an average monthly balance of $500 or less. Study ﬁ nds “Having a credit card doesn’t ••• ﬁ nancial services necessarily mean students are over- blurring of retail spending,” says Julia Clark, senior vice College students president, Ipsos Public Affairs. “The categories reality is they are demonstrating sound acing money reasoning and thoughtful decision- Buying groceries at a making and they are managing their non-grocery store management payments effectively.” The research shows that most col- s reported by Progressive Grocer, Wise beyond their years? lege students understand the value Athe third annual Consumer of good credit and the majority know Insights research survey conducted onventional wisdom says young how to get and maintain it. Nine in 10 by retail design firm King Retail Cpeople have a lot to learn when college students (91 percent) know hav- Solutions (KRS), in collaboration with it comes to managing money but ing a good credit record can help them A.R.E.|POPAI, highlights the contin- the reality is most American college qualify for different types of credit and ued evolution of category blurring students are handling their finances improve their access to favorable inter- across retail channels. carefully and conscientiously, ac- est rates. The majority know paying The survey sampled over 1,200 cording to Majoring in Money: How bills on time (93 percent) and keeping diverse U.S. residents including American College Students Manage credit balances low (63 percent) are Millennials, Gen Xers and Baby Their Finances, a new national study positive credit behaviors and opening Boomers about their shopping habits from college-funding company Sallie multiple credit accounts simultane- and attitudes toward a multitude of Mae and researcher Ipsos. ously (64 percent) and using as much retail sources. With three years of The study compiles the results credit as possible (61 percent) are nega- data available, the 2016 study fo- of online interviews of 800 college tive credit behaviors. cuses on year-over-year analysis, new students between the ages of 18 and While the majority of college trends and ongoing shifts in consum- 24 and reveals students are taking the students express confidence in their er preferences. right steps when it comes to managing current money management skills, Once again, the 2016 survey dives money. More than three-fourths (77 83 percent would like to learn more, into the growing trend of category blur- percent) of college students pay bills on especially about saving and budgeting. ring. Quality and selection continue to time; six in 10 (60 percent) never spend College students would also benefit increase in importance for purchases more money than they have available. from additional education around spe- of fresh meals, groceries and apparel. In addition, college students are put- cific credit topics, including how inter- A new area of attention for the 2016 ting money aside each month. More est accumulates and how repayment be- research study focused on special-occa- than half (55 percent) save at least some havior and credit terms affect the cost sion purchases highlighted as a growing

18 Quirk’s Marketing Research Review // June 2016 www.quirks.com Survey Monitor // IN FOCUS

trend for a wide variety of retailers. frequently for their special-occasion “cool nerdy.” In a stat that retailers Study highlights include: purchases. Kroger, Albertsons/Safeway undoubtedly will embrace, one in four Online for in-store pickup: 54 and Ahold were the top grocery store Americans, 27 percent, said they “used percent of U.S. shoppers find the brands ranked for special-occasion to hate shopping but with my wear- option to buy merchandise online for purchases, including flowers, balloons, able I love it.” And just 8 percent said in-store pickup appealing and have gift wrap and greeting cards. wearable devices are uncomfortable. done so in the past 12 months. That’s Retail subscription services: 28 Wearables consist of clothing or up 14 percent from 2015 responses. percent of U.S. shoppers have partici- accessories that integrate technology Thirty-four percent said they would pated in an ongoing subscription retail into consumers’ everyday lives in fun purchase groceries online for in- purchasing agreement in the past and practical ways. Whether it’s fit- store pickup. Forty percent of men 12 months – up 6 percent from 2015 ness trackers, eyewear, smart jewelry, would buy groceries online for in- responses. In terms of grocery, the No. a dress that posts to social networks store pickup while only 29 percent 1 retailer mentioned among subscribers or shorts that upload workout stats, of women would do so; 47 percent of is Amazon, whose pantry penetration it’s fair to say that Americans are still Millennials, 33 percent of Gen X and is rising as a competitor to traditional shopping. They are guessing whether 21 percent of Baby Boomers would buy grocery stores. Other retailers offering prices will go down and wondering if groceries online for in-store pickup. grocery items by subscription include: they’re ahead of, or behind, the fash- Grocery category-blurring: 65 Target, Walmart, Graze and Naturebox. ion curve. They’re still doing their percent of U.S. shoppers bought grocer- research. And some are concerned ies from a non-grocery store in the about age appropriateness. preceding 12 months and 91 percent Key wearable variables: 33 percent would consider doing so in the coming said wearables make a fashion-for- 12 months. As income increases, so does ward statement; 41 percent said “I’d the likelihood of having purchased be more likely to place a wearable on groceries from a non-grocery store. my pet than on myself”; 36 percent Canned/boxed foods are the grocery said wearables are a passing fad; 58 category most likely to have been percent said “I’d like to use a wearable purchased from a non-grocery store. device but I’m too old”; and 35 percent Big-box stores and dollar stores are the said people who use wearable devices non-grocery retailer types consum- are just trying to show off. ers are looking to most frequently for “Wearables work on several lev- their grocery purchases. ••• wearables research els for retailers. Keep it fun. Keep Whether at a grocery store or it dynamic and court the mighty another type of retailer, KRS consumer Consumers Millennials,” Colloquy Research panelists ranked their decision-making Director Jeff Berry says. “Retailers factors in choosing where to purchase confused yet should consider sending one-to-one, groceries as follows: cost; quality; targeted offers to shoppers’ wearable selection; convenience; the shopping intrigued by devices, including on-the-fly pricing environment/experience; and access to adjustments based on inventory and non-grocery items also sold. wearables even time of day.” Aside from restaurants, grocery Additional survey results show stores are the most popular out- A good kind of nerdy that consumers registered only mod- let consumers are turning to most est concerns about the functionality frequently for their fresh prepared nationwide survey of 1,060 of wearables: 9 percent said wearable meal purchases. Kroger, Albertsons/ A American consumers conducted devices have to be charged too often; Safeway, Publix and Ahold were the by Cincinnati-based loyalty firm 6 percent said wearables are not top grocery store brands ranked for Colloquy shows that 63 percent say compatible with other devices; and fresh prepared meal purchases among wearable devices are too expen- 4 percent said wearables have slower KRS study participants. sive. Just over one out of every two processing times than other devices. Special-occasion category-blur- Americans, 52 percent, say they don’t The Colloquy survey results are based ring: Big-box (51 percent), dollar stores know enough about wearables and on an online survey taken in February 2016 (47 percent) and grocery stores (40 don’t understand them. On the other of 1,060 American consumers. The margin percent) are the most popular outlets hand, 35 percent of consumers said of error is +/- 4 percent at the 95 percent KRS survey panelists turn to most wearable technology is nerdy but confidence level. www.quirks.com June 2016 // Quirk’s Marketing Research Review 19 IN FOCUS Product and ••• new product research ••• IT research NPD service Illuminas Service Update measures a debuts IT exec product feature’s community value Includes CIOs, CTOs and ••• telephone research others How much is that new Software addresses wrinkle worth? ustin, Texas, research firm AIlluminas has launched the new dialing he NPD Group, a Port Washington, Illuminas Insight Exchange, a new TN.Y., research firm, has introduced research-oriented community of IT regulations a new approach for identifying the executives, including CIOs, CTOs and value in dollars of individual product other senior technology officers from TCPA in the USA features, allowing manufacturers to enterprises in the U.S. Every com- make more informed product develop- munity member is specially recruited ontreal survey software firm ment and marketing decisions. The and vetted to guarantee their knowl- MVoxco has released TCPA Connect, approach leverages NPD’s data assets, edge and expertise in the technology a manual-dialing software that helps including point-of-sale information market. At launch, the community will U.S. phone survey centers better ad- from more than 700 retailers nation- include 100 members. The community dress the new Telephone Consumer wide. NPD data show what consum- is designed to increase a marketer’s or Protection Act (TCPA) dialing regu- ers purchased, the price they paid for researcher’s ability to reach and un- lations that prohibit the use of an those products and a variety of other derstand IT decision makers. Built on autodialer when calling U.S. cellphones attributes. Through analysis of the icanmakeitbetter’s research platform, without express prior consent from the store-level data that is representative of Illuminas can deploy a research activ- respondent. The TCPA Connect solu- the entire market, NPD can determine ity and have insights available in a few tion allows researchers to regain lost the value in dollars of the individual days. It allows for a range of qualitative productivity by letting interviewers features of those products, allowing and quantitative research activities, use the integrated Voxco software to the firm to help address and answer including surveys, discussion boards, manually dial calls directly from the the broad range of questions that arise focus groups/chat sessions and diary survey platform. The solution offers as manufacturers develop and take to activities, with real-time and custom four distinct manual-dialing deploy- market new and enhanced products. reporting options. ment options that are variable based on Retailers can also use the service to www.illuminas.com each phone survey center’s situation, identify must-have product features which can vary based on data storage they need to carry, to support category- needs and the variety of respondent level decisions on how to price and ••• b2b research situations. Voxco has a technical assort products within stores and to overview document available via the understand people’s needs and prefer- Millward Brown TCPA Connect page on its Web site that ences and how they evolve. highlights the benefits of each of the www.npd.com offers B2B ad tool four deployment scenarios and their advantages over detached-phone dialing. Can benchmark ads against www.voxco.com competitors

ew York-based research consultan- Ncy Millward Brown has launched Link for Business, a version of its advertising copy-testing solution Link for B2B marketers. The solution allows B2B quirks.com/articles/2016/20160604.aspx marketers to assess the performance

20 Quirk’s Marketing Research Review // June 2016 www.quirks.com of advertising in any medium, in any for how long they engage and the order market against brand and sales objec- ••• telephone research in which they engage. It also comes tives. The solution predicts the impact with a Web portal, providing a platform of advertising on a business’ brand Survox xLOG for stimuli presentation, recording, vi- and likely sales, providing clients with sualization and analysis of the remote insights about their advertising that tracks phone- eye-tracking. Powered by Sticky, the B2B marketers can use to optimize platform includes visualizations with creative content and maximize return dialing activity view gaze data over stimulus as static on marketing investment. Link for data or as moving data (over time). Business studies can be completed with Helps call centers defend www.interactivevideo.com any business-to-business audience and against legal claims will benchmark ads against comparable n PTG, a Tenafly, N.J., firm that offers or competitor creatives. The solution an Francisco phone survey automa- consumer engagement and non-con- is available globally and is delivered by Stion firm Survox has introduced scious measurement techniques, has Millward Brown’s Corporate Practice, Survox xLOG, a searchable archive of all introduced a new research technology the company’s specialist business-to- phone-dialing activity and operational that passively and simultaneously mea- business research practice. methods. Call centers can use xLOG to sures consumer behavior, engagement www.millwardbrown.com support inquiries and defend against le- and emotion in real-time. As a result, gal claims of wrongful operations stem- marketers can obtain shopper insights ming from the 1991 Telephone Consumer data that integrates the following four ••• automated research Protection Act, which prohibits the use behavioral and emotional measure- of automatic telephone dialing systems ment approaches: Will shoppers stop to Research Now to call cell phones without the re- consider your product? How much time cipient’s prior express consent. Survox will consumers spend on your brand offers templated xLOG archives calling records, protects versus the competition? Are shoppers them from modification and makes the engaged with your packaging, display studies data easily accessible through a simpli- and/or POS? What is the emotional fied search tool. It also enables call reaction to the shopping experience? Concept test, brand health, centers to produce a report document- pretesting.com A&U ing whether a specific number was ever called, when it was called and what n The Association for Retail lano, Texas, firm Research Now dialing method was used. Technology Standards (ARTS), part Phas launched Research Now www.survoxinc.com of The National Retail Federation’s Marketplace automated research, a Technology Leadership Community, family of templated studies addressing has released new resources to help common research topics. The studies ••• Brieﬂ y retailers safeguard their data. The are targeted toward researchers looking n Wilton, Conn., researcher Toluna has three new security programs designed for a tech-enabled solution to execute fused its QuickSurveys DIY Survey and by ARTS for retailers include: ARTS their routine studies while maintain- Analytics Platform with the Toluna.com Cybersecurity Primer, a paper that ing data collection standards. Research survey community, allowing users to provides an outline and guidance on Now Marketplace automated research receive over 1,000 nationally-represen- what developers and architects should is launching with seven initial studies tative survey responses in 21 countries, be wary of in areas of relevant risks, including concept test, brand health, including the U.S., Canada, Brazil, as well as topic areas for further attitude and usage, creative test, share- Mexico, the U.K., France, Germany, research related to common best of-wallet, customer satisfaction and Italy, the Netherlands, Poland, Spain, practices and management strategies; employee culture. Additional study types Russia, Australia, India, Singapore, ARTS Data Privacy Primer, which pro- are in development and will be added Indonesia, China, Japan, Malaysia, vides a base for architects and product at staged releases. The studies may be Thailand and South Korea. All projects managers to recognize what data is initiated through an online form and are completed within a few hours to classified as sensitive and what the are generally completed within a few less than a day. risk is; and ARTS Data Classification business days. Results are delivered in us.toluna.com Template, which provides a basis for real-time via an online dashboard and retailers to begin developing their users can filter and download the data. n Interactive Video Productions, a own data classification models with- Every project is reviewed and monitored Morganville, N.J., mobile research labs out having to start from scratch. Both by a professional market researcher. provider, has launched MobiLAB ET primers and the data classification Research Now Marketplace automated Online, allowing marketing research re- template are now available for down- research is immediately available in the spondents to participate in eye-tracking load on NRF.com. U.S., Canada and Europe and will be research from anywhere they have a available in APAC later this year. Web cam and the Internet. Researchers n Canada-based firm Cido Research has www.researchnow.com can measure what people engage with, expanded its use of survey technologies www.quirks.com June 2016 // Quirk’s Marketing Research Review 21 provided by Montreal-based survey clude the Nielsen Data Management n Bridg, a Los Angeles marketing software provider Voxco to include Platform and DaaS, Multi-Touch software company that provides Voxco Panel Manager and Voxco Attribution and In-Flight Analytics marketing and business intelligence Online to meet its requirements for for Automotive, CPG and Retail, as to restaurant brands, has launched online survey data collection. This ex- well as integrations with over 150 Reveal, a free, marketing-focused pands Cido’s existing Voxco usage into third-party media and content activa- customer analysis tool that provides a multi-channel software platform. tion and optimization applications. select new and potential clients with www.cidoresearch.com All applications enable cross-platform customized customer data analysis. analysis and centralized data access. The intelligence available through n Palo Alto, Calif., online survey Additional Nielsen and third-party Reveal allows restaurant companies platform SurveyMonkey has launched applications, including Nielsen Media to identify and segment customers SurveyMonkey Intelligence, a mobile Impact for cross-platform media plan- and track key behaviors, such as visit app insights platform that expands ning, will be integrated in the coming frequency patterns and spend per the company’s existing data business- months. visit, which can be used to create es, offering data and insights on mo- www.nielsen.com personalized marketing campaigns to bile apps and the overall app economy drive transactions and frequency and to customers. The new platform will n Facebook, Menlo Park, Calif., improve consumer loyalty. allow publishers to benchmark key will offer its publishing partners metrics, track competitors, improve Digital Content Ratings – part of New n Irvine, Calif., firm MFour Mobile due diligence and discover emerg- York-based Nielsen’s Total Audience Research has introduced MFourDIY, ing mobile trends. SurveyMonkey Measurement framework – for an all-mobile, do-it-yourself survey Intelligence was created through measurement of its Instant Articles. platform. The features include: fast the acquisition and incubation of Facebook is opening the Instant turnaround times; real-time data; mobile start-up Renzu, co-founded Articles program to all publishers, in- instant editing functions to change by Abhinav Agrawal, Arjun Lall and cluding the collaboration with Nielsen specs and options and revise ques- Jason Tomlinson, all alumni of social for Instant Articles measurement. tions; GeoValidation, which verifies game developer Zynga. Digital Content Ratings provides daily when a panelist enters a retail loca- www.surveymonkey.com measurement of audiences across all tion, then pushes a relevant survey; digital content types and platforms, multimedia capability allowing n U.K. research agency DJS Research with metrics fully comparable to tele- clients to prompt respondents to take Ltd has been appointed on to a new vision. The initial release currently pictures or make and send audio/ framework, the U.K. SBS BIS Research in the market includes measurement video files; heat map imagery; a cost and Evaluation Framework. Following of static and video content, spanning tracker; and a help center staffed by an invitation to tender, the firm sub- desktop, mobile phones and tablets. in-house MFour representatives. mitted a proposal to the Department Measurement of audio content and mfour.com for Business, Innovation and Skills audiences viewing on game consoles (BIS), which was ultimately success- and over-the-top devices will be avail- n Maritz Motivation Solutions, St. ful. The BIS is a ministerial depart- able in a future release. Publishers Louis, has launched Awards Aviator, a ment for economic growth, which that participate in Facebook’s Instant new interactive virtual reality game invests in education and skills to pro- Articles program will be eligible to experience for reward and incen- mote trade, boost innovation and help have Digital Content Ratings mea- tive programs. Developed by Maritz individuals start and grow a company. surement for the article contribute product and interactive creative BIS also works to reduce the impact of to their total audience, including in- designers, Awards Aviator uses Oculus regulation and protect its consumers. dustry metrics such as audience, page Rift headsets, which were intro- DJS Research has previously worked views and time spent. Nielsen will duced to consumers in April. During for the Department for Business, also offer measurement of Facebook’s the two-minute game, players earn Innovation and Skills on a market re- Instant Articles to all Digital Content award points by capturing gems while search project about consumer rights Ratings subscribers as part of its navigating their spaceship through legislation. standard service. Currently, more a nocturnal planetary landscape. www.djsresearch.co.uk than 25 Nielsen clients are evaluating Wearing the Oculus glasses, players their Digital Content Ratings data for turn their heads left or right or tilt n Nielsen, New York, has launched video measurement, with another 15+ up or down to navigate the ship. The the Nielsen Marketing Cloud, which evaluating for measurement of static total score is tallied at the end of the integrates consumer and media data content. Many others are on the path game and includes a top 10 list of the with marketing activation and analyt- toward implementation. The syndicat- best “aviators” in the galaxy. Maritz ics applications into a single platform ed release of Digital Content Ratings estimates that 15 people an hour can and allows clients to deliver relevant will be introduced to the market in play the game, which is designed to marketing to their customers across phases beginning in Q2 2016. appeal to a wide variety of audience multiple platforms. The Marketing www.nielsen.com demographics. Maritz provides the Cloud’s core set of applications in- game hardware and software and a

22 Quirk’s Marketing Research Review // June 2016 www.quirks.com company operator assists companies to monitors brand performance in the continuous sampling of shoppers who deploy it at their desired location. e-commerce channel, providing vis- bought groceries in the last 24 hours. www.maritzmotivation.com ibility across sales, growth, share and www.alteragents.com trends. n New York-based researcher www.iriworldwide.com n Port Washington, N.Y., researcher Millward Brown and Kantar The NPD Group has launched its Worldpanel, London, have formed a n Alter Agents, a Los Angeles research new Diamond Tracker service, which partnership in the U.K. to provide a firm, has released a new e-book called provides the diamond industry with new solution that allows brands to Dawn of the Promiscuous Shopper. The retail measurement of diamond sales simultaneously evaluate both brand new publication uses data from the in the fine jewelry market. The ser- and sales performance delivered by firm’s Shopper STAT technology and vice also provides detailed diamond their digital marketing campaigns. examines the changes in the way con- market data to help clients analyze The partnership includes Millward sumers interact with brands. Shopper key market trends at granular levels. Brown’s Brand Lift Insights solution STAT is a tool that draws data from www.npd.com and introduces Sales Insights, a new joint offer from the two organizations. Brand Lift Insights identifies differences in brand attitudes from awareness through to purchase intent that can be attributed solely to digital marketing campaigns. Sales Insights applies the same control-exposed methodological approach to Kantar Worldpanel’s continuous sales panel, allowing sales uplifts to be calculated. As a result, brands can take greater control of their digital spend and understand effectiveness across brand and sales metrics. The new service will be available via Millward Brown and will initially roll out in the U.K. In parallel, Kantar Worldpanel will continue to offer Consumer Mix Model, which evaluates how all elements of the marketing mix (digital and non-digital) work both together and individually by analyzing their impact on purchasing behavior before, during and after the campaign. www.millwardbrown.com www.kantarworldpanel.com/global n Chicago researcher IRI has launched E-Market Insights, its proprietary e-commerce measurement and tracking service and the fourth integrated component in the firm’s e-commerce solution suite. The service, along with IRI’s OmniChannel Shopper Behavior Insights, Digital Path-to-Purchase and E-ShopperLink consumer segmentation, provides components to improve understanding of online shopping and shopper trends for CPG manufacturers and retailers. E-Market Insights leverages an integrated e-commerce data set and an ecosystem of partners, such as comScore and Return Path. It also includes IRI methodologies and www.quirks.com June 2016 // Quirk’s Marketing Research Review 23 // by the numbers

Are smartphone users less-engaged survey-takers? | By Philip Derham

nline surveys should be easy to Seeing the results led us to ask why snapshot do. You do them when you want and where smartphone users started but dropped more youO want to do them. They are not dinnertime than desktop or laptop online survey start- Philip Derham interruptions, nor are they foot-in-the-door ers, particularly as the surveys were designed interviewers, calling when you would rather expressly for smartphone use as well. reports on be doing something else. The time the Australian respondents took research- But a recent analysis of 14,111 recent to do the surveys was a possible reason for Derham Marketing Research online survey par- the differences. on-research ticipants across Australia found that while four On average, across all devices, the surveys pertaining to in five participants who started their online took 15 minutes each to complete (dropouts surveys completed them, one in five dropped ignored). This all-devices average time was survey dropout out partway through. Completion incentives the same average time as those who used desk- rates by device. were provided, the surveys averaged 15 min- tops to complete the survey. Those who used utes, were written to be as involving and inter- tablets took a little longer to complete their esting – given the topics – and all had skips, so survey – 16 minutes or 7 percent longer. Those only relevant questions were asked. All surveys who used smartphones took 18 minutes on were optimized for completion on personal average to complete their surveys – 17 percent computers, laptops, tablets and smartphones. longer than average, and a noticeable differ- The online survey software records what ence from the all-devices average, indicating devices people use to start their online surveys, online surveys are harder to complete on a so we first looked at the devices used, to see smartphone than on other devices. if those provided indications of why people Seeing this data, some suggested smart- dropped out of the online surveys. The rise in phone screens were too small; or were diffi- use of smartphones in Australia, as elsewhere, cult to use in online surveys; or smartphones and of their utility, was a particular interest. were used in time-pressure situations; or that Most participants used desktops or laptops surveys on smartphones were interrupted to (79 percent) to start the surveys. Few used take phone calls or to read incoming SMS; tablets (9 percent) or smartphones (12 percent) that PCs, laptops or tablets were easier to use; but the starting and completion rates dif- or could be used at work. But these hypoth- fered markedly by device, as Figure 1 shows. eses were not knowledge. Smartphone users were far more likely to start and stop than were desktop or laptop partici- Test several hypotheses pants. Tablet users fell between the two. We were able to test several online survey hypotheses in an Australian pilot survey osten- sibly about chocolate bars, vacations and su- quirks.com/articles/2016/20160605.aspx permarkets. At the end of the survey, we asked

24 Quirk’s Marketing Research Review // June 2016 www.quirks.com “The reports of my GHDWKDUHJUHDWO\ exaggerated.”

And we’re on top of it. &RPSOLDQW« with all TCPA & FCC cell phone rules. ,QWHOOLJHQW«projects handled by experienced researchers, not ‘project managers’. ,QGHSHQGHQW« not owned by a conglomerate or one of your competitors. 7UXVWHGfor over 40 years. 1HYHU2XWVRXUFHG«100% Stateside. ,+5 UHVHDUFKJURXS dĞůĞƉŚŽŶĞĂƚĂŽůůĞĐƚŝŽŶ DŝǆĞĚͲDŽĚĞ KŶůŝŶĞ ϴϬϬͲϮϱϰͲϬϬϳϲǁǁǁ͘/,ZͲƌĞƐĞĂƌĐŚ͘ĐŽŵ // by the numbers

(almost worse!) look but not start. In comparison, only one in 10 desktop, laptop or tablet users would look and not start or look, start and not finish the online survey (Figure 3). Desktop, laptop and tablet users were more likely to expect that they would start and complete an online survey in one go. Some sample comments included: “I only look at my e-mails and look at surveys between sessions, when waiting for clients to arrive. If I can’t do it in 5 minutes, or the client arrives, I stop.” -- Robin, counselor “Do it on the way to work in the train and often lose contact when we go in the loop and don’t bother starting again.” -- Simon, public servant “Do you know how small my Galaxy Ace screen is and how big fingers are?” -- Russell, builder “Always do surveys at work – one way at getting back at the boss!” -- Anonymous, occupation not stated “Like anything, is so much easier using the right tools – and my desktop and key- board are the right tools for any Internet activity.” -- Ted, retired

Less engaged Key takeaways from the original data analysis and from the Australian pilot study are that smartphone users are less engaged with online survey invitations, take longer to complete online surveys and, if they start, are more likely to drop out partway through. And what was identified by desk research with past survey findings is borne out by the pilot survey about the survey itself and about sought to understand attitudes to participants’ attitudes to completing preferences for devices that can be device use, as these may influence surveys on smartphones. used to complete online surveys. online survey completions. Given the ubiquity of smart- The sample was drawn from an As Figure 2 shows, smartphones phones across Australia, the gradual online panel provider’s database and were seen to be the most difficult diminution of desktop PC use and the the sample and responses were from a devices to use to complete online sur- increasing interchangeability of lap- predominantly female (72 percent) and veys and desktops and laptops were tops and tablets, these results suggest middle-aged (30 to 59 years – 58 per- seen to be easiest. there is a need to understand how to cent) audience. These results are thus And to emphasize the negative better engage with smartphone users indicative and further more extensive attitudes to using smartphones for in online surveys. research across Australia is planned. online surveys, two-thirds of the Having identified that smart- participants said that if they were Philip Derham is director of Australia- based Derham Marketing Research. phone users were more likely to drop to be invited to do an online sur- He can be reached at derhamp@ out of online surveys than were users vey on a smartphone, they would derhamresearch.com.au. of other devices, the pilot survey be likely to start and not finish or

26 Quirk’s Marketing Research Review // June 2016 www.quirks.com Advertorial

Leveraging Artificial Intelligence for Colgate-Palmolive’s Early Research By Joey Lu, Technology Insights, Consumer& Market Insights, Colgate-Palmolive

ral health is important to a Center, assisted in defi ning the responses across the nation-wide Operson’s overall health and well- scope, objectives and deliverables sample. The results were delivered being. At Colgate-Palmolive, scien- of this exciting and challenging quickly and cost effectively. The tists in our Early Research group are research. Various methodologies in survey was engaging and the quality committed to developing meaningful the marketplace were investigated of the results was powerful, helping technology to address oral problems – omnibus, online consumer commu- to identify the targeted consumers, or enhance oral health. Recently, our nities of both large and small scale, the habit predictors of oral problems, scientists have discovered a tech- and one-on-one interviews – as well current products or home remedies, nology which has great potential to as a hybrid combination of all of and exciting product ideas for both treat several problems in the mouth. these approaches. The conclusion: preventative and cure pathways. However, there was very little known traditional methods for collecting Acknowledgement: This research to us about the demographics and qualitative and quantitative results was funded by Early Research Group life habits of the people prone to would not effectively address the at Colgate-Palmolive Company these problems as well as on the research goal. About Quester: prevalence and frequency of the Technology Insights was intrigued Quester is a consumer intelligence problems. In addition, they needed by Quester’s artifi cial intelligence company that specializes in har- to consider if there was a sizable capability that combines quantita- nessing the power of conversation. market opportunity to further the tive and qualitative with quantitative Quester’s conversational architects scientifi c research in this area, what sample sizes, and it was decided to leverage an award winning artifi cial products or home remedies people brief them on this exploratory re- intelligence moderator to develop currently using and what products search. Quester’s team brainstormed are our customers seeking? and designed the approach that fi ts one-on-one conversations, blending With so many questions and the research scope and effi ciently de- qualitative and quantitative into a so little knowledge to build upon, livered the research objectives both single phase, conducted at scale. Early Research turned to Technology qualitatively and quantitatively. Marketing scientists and linguistic Insights for help. Technology Utilizing the artifi cial intelligence analysis collaborate to produce a Insights, the function leading con- based moderator in the research, comprehensive analysis that goes sumer and product understanding at respondents were engaged in one- beyond data to bring a full and com- Colgate-Palmolive Global Technology on-one conversations that led to rich plete story to life. ◆ www.quirks.com June 2016 // Quirk’s Marketing Research Review 27 ••• research technology Do we have a problem with innovation? Highlights from the FocusVision 2015 Annual MR Technology Report

| By Sheila Wilson and Tim Macer

Technology is continuing to transform the market research landscape, snapshot with data collection modes on the point of a very surprising switch for second place after online. Yet it appears MR has something of an innova- This installment of the long-runningT tion problem, especially over technology. These are some of the contradic- study of tech in MR found research tory messages to emerge from the FocusVision 2015 Annual MR Technology Report by our firm, London-based meaning. companies wondering about their own For 12 years now, we have been testing the temperature of technology – and the industry’s – response to the as used across market research in our annual technology survey. We interview just over 200 research companies of all sizes around the world each need to innovate. year (206 in 2015), using a 12-15-minute online interview among those responsible for, or influential in, the technology directions of their research company. For 2015, we focused on the research industry’s relationship with innovation, attitudes and experiences around blending qualitative and quantitative research and we also revisited what is happening with communities. We also asked our usual tracking questions about modes channels and technology choices being made across the industry. Here, we present some of the highlights in our exclusive annual review on the report for Quirk’s.

Mobile is trending and so is CAPI Every year, we ask our participants to consider what proportion of their quantitative work they attributed to each mode. In Figure 1, we show the major modes and also self-completion on mobile devices (not including SMS research), which looks like it is becoming a major mode. Back in 2006, while Web was already ahead, CATI and paper between them still accounted for almost half of the volume of work. Less than a de- cade later, Web dominates, while CATI and paper are fading into obscurity and CAPI looks set to overtake CATI in volume very soon. Mobile self-com- quirks.com/articles/2016/20160606.aspx pletion has grown from barely anything to nearly 5 percent in in the last six years.

28 Quirk’s Marketing Research Review // June 2016 www.quirks.com al online surveys on mobile devices. The message for market researchers and software developers alike is that mobile, with all its challenges, is now defining the direction of travel in data collection.

The complex weave of distribution methods We have been asking MR companies what proportion of projects involves each of the main distribution methods since 2006. The one constant over time is PowerPoint’s stranglehold, while other methods continue to jockey for a position in the mix (Figure 2). With so much research today being delivered without necessarily culminating in a debrief before an actual audience, we have long questioned whether PowerPoint deserves to be the industry’s de facto standard for communicating research findings to decision-makers. Just as technology is transforming data collection, at this point we would like to report to you that companies are also shifting towards high-tech delivery methods. Interactive analysis and digital dashboards can deliver insights in ways that are more engaging, more actionable and more embedded into the research buyer’s own business. But in fact, they are not showing clear signs of taking off – although we have detected evidence since 2012 that larger companies are increasingly likely to use them. Perhaps this will change. In another question, we ask what type of new technology research companies are looking to buy in the coming year. What comes out on top are report- publishing and delivery software.

Communities ﬁ nd their niche Having explored online research communities in 2009, when they were still in their infancy, and then again in 2012, we wanted to see how they were doing in 2015. The results show communities are now well-established in around a quarter of research companies. Only 17 percent of companies were operating at least one in 2009 and in 2012 this Figure 1: Approximate proportion of work represented by each interviewing mode or was unchanged at 16 percent. Three years on, it combination of modes. has now reached 24 percent; 41 percent of larger firms and 16 percent of smaller firms. But 18 per- It is mobile technology, both tablet and smartphone, that is driving cent of smaller firms say they are planning to growth not just in mobile self-completion but CAPI too. Consumer tablets introduce one. The number is also higher in the with built-in data communications have transformed the economics of Asia-Pacific region: 32 percent run them, against switching face-to-face interviewing projects from paper to CAPI. As for 24 percent in North America and 22 percent in CATI, it now seems that market research companies are at last moving Europe. through the complex process of divesting themselves of their CATI opera- The actual number of communities being run tions and the pain of switching CATI trackers to Web. In another question, has also grown (Figure 3). In 2009 only 6 percent we also observe continued rapid growth in participants taking convention- of companies had more than one: that has now www.quirks.com June 2016 // Quirk’s Marketing Research Review 29 doubled to 12 percent but it’s still rare to find anyone operating more than a handful. Just 8 percent have more than 10 and only 4 percent have more than 20. In 2009, most companies were making do with their panel software to run communities. At that time, there was little else on the market. Now, most firms are using entirely different software from their panel software (Figure 4). In further questions (not shown here) we asked about the software capabilities operators need to run their communities and how well these requirements are met. These too show considerable improvement across the board since 2012, though support is judged not as good as needed for several key features, including mobile apps for Figure 2: Percentage of projects involving these deliverables or distribution methods to the client. community members, co-creation tools, real-time focus groups and, with the lowest rating, text analytics.

The beneﬁ ts of blending qual and quant This year, for the first time, we asked some questions about blending qualitative and quantitative research. In the question in Figure 5, we asked what advantages companies saw in mixing qual with quant. At a time when clients are demanding more from their research spend – and especially for it to have more impact on their business – it is encour- aging that our participants are of the Figure 3: The number of research communities being run. view that blended research offers a good way to achieve this. The top three benefits cited all check those boxes. Cost and efficiency benefits are less easily realized, it seems. In the answers to other questions, four out of five companies said it was either “essential” or “moderately important” to be able to provide blended qual and quant research and more than twice as many firms said it was “easy” rather than “difficult” to do some blended research with the technology they use. This surprised us, since most software on the market is predominantly qual or quant in its approach. In addition, participants were asked how many quantitative projects incor- porated some qualitative elements and vice versa (Figure 6). These show that Figure 4: Type of software used to operate communities. blending qual and quant is widespread, though there are variations by region

30 Quirk’s Marketing Research Review // June 2016 www.quirks.com could not give an estimate, and among those who did, that there are some very divergent practices among companies, with a handful of stating that they blend research on all or nearly all of their projects. Software developers may be surprised to learn the extent to which researchers are blending qual and quant and should take on board the observation that a third of companies don’t find it easy to do. Also, respondents indicate the benefits of speed and cost are proving to be elusive.

MR’s innovation problem An industry that fails to innovate is likely to be one that will fail to survive. Today, research companies report they are under unprecedented pressure from clients to deliver more for less money. And, clients are increasingly turning to other sources of insight, from data science and forecasting to social media Figure 5: The advantages of blended research. analysts and DIY surveys. These reali- ties risk doing to MR what Expedia did and company size. It is also clear that rather than the other way around. to the travel agency. qual elements are more likely to be However, this overview ignores For 2015 we decided to look at how injected into to a quant intervention around a quarter of the sample who research companies are responding to

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www.quirks.com June 2016 // Quirk’s Marketing Research Review 31 try really does have an innovation problem, which is not apparent if you attend industry events showcasing innovation. We asked our participants – all technology decision-makers or influ- encers in their respective firms – how innovative they thought the industry is as a whole and also how innovative they considered their own company to be. We calibrated the scale from 1 for “highly conservative” to 10 for “highly innovative” and presented it as a slider. Overall, the score for the industry was a very mediocre 5.6 – the boundary between innovative and conservative being 5.5. Companies rated themselves slightly more innovative, with a mean score of 6.1. Both scores were a fraction higher among larger companies but by global region there was no noticeable difference. We also found just over a quarter of companies rated themselves to be less innovative than their own Figure 6: Proportion of quantitative research projects containing elements which use qualitative score for the industry as a whole. methods or are analyzed qualitatively. And proportion of qualitative research projects containing The question shown in Figure 7 elements which use quantitative methods or are analyzed quantitatively. explored the ways the companies were attempting to innovate. Innovation can the innovation challenge. Worryingly, our conclusions are that the indus- be either continuous (or incremental)

32 Quirk’s Marketing Research Review // June 2016 www.quirks.com much of the industry is relying on, to ride out the predicted storm.

Sheila Wilson is research associate and Tim Macer is managing director at meaning ltd., a London-based research technology consultancy that carried out the study on which this article is based. They can be reached at sheila@ meaning.uk.com or at tim@meaning. uk.com. A white paper on the report can be downloaded (registration required) from www.focusvision.com/resources/ meaning-report.

Figure 7: How are companies choosing to innovate?

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Ø Healthcare Ø Automotive Ø Smart..touch devices Ø Finance Ø Agriculture Ø Lifestyle

Figure 8: What does disruptive innovation represent for the market research industry? or it can be discontinuous or poten- out among companies. We asked if tially disruptive. Companies ideally technology-driven disruptive change is v India need to be open to both. We also looked viewed as an opportunity or a threat. v Indonesia for evidence of active investment (e.g., The verdict overall (Figure 8) is a bit v Philippines putting money into it), rather than op- of both. Optimists generally outweigh v Malaysia portunistic change (e.g., picking up an pessimists by two to one but many are v Thailand idea at a conference). ambivalent. The approaches mentioned most are The picture from Asia-Pacific is very v China high on incremental improvement and different to that of Europe and North v South Korea low on more radical, disruptive change. America, with a far greater proportion v Japan They are also notably low on methods seeing it as a “major threat.” In the v other Asian involving investment. Only one in five previous question, it was also firms in Countries of companies placed one of the active Asia-Pacific that were more likely to be investment methods at the top (i.e., investing in innovation and also pursu- “provide time…”, “dedicated team” or ing more discontinuous innovation mail : [email protected] “specific budget”). approaches. We wondered how much the fear Logically, doing better what you al- www.dowellresearch.com of disruptive innovation making MR ready do can only take you so far – yet Call us : +372-57231801 a thing of the past might be playing this is what the survey appears to show www.quirks.com June 2016 // Quirk’s Marketing Research Review 33 quirks.com/articles/2016/20160607.aspx

The evolution of social media as a cus- ••• customer experience research tomer service channel has been intrigu- ing. As social media outlets and usage have become more commonplace, what was once used by customers to show A change for the loyalty or gain discounts/promotions from their favorite brands has morphed Tinto another means of customer service communication. With this shift came a better new, more demanding customer – one who wants to get their issues resolved Studies chart the evolution of social media as a customer quickly, using the communication chan- service channel nel they are most comfortable with. The new customer expects a much quicker | By Marianne Hynd response, no matter when or where they reach out to the brand. While the focus at the outset of this trend primarily revolved around social media engagement and marketing, an increase in utilizing social media snapshot channels for customer service came into play, most notably through Twitter The author traces the trends in usage of Facebook, Twitter and other feeds. Research showed that in 2012, Web-based forms of customer service across three verticals from 2012 customer service through Twitter was on the rise. Customers were starting to to 2015. expect assistance to questions, inquiries and feedback with this shift in custom-

34 Quirk’s Marketing Research Review // June 2016 www.quirks.com er service. Prior to social media usage, between companies and consumers. the study and then analyzed on an e-mail and telephone contact were the The study focused on two of industry basis. On a secondary level, quickest routes for assistance; the ad- the largest social media networks, results were reviewed at an indi- vent of live chat options was the first Facebook and Twitter, as well as more vidual company level. Response rates step in real-time customer assistance. traditional contact via e-mail through across social media channels, types of With this new customer service a company’s Web site. The e-mail contact and times of day were then medium came immediacy; as custom- response time, while more traditional, reviewed to determine if trends exist ers engaged through social media, a can determine the effectiveness of a within these constraints. Finally, the quicker response time was expected. company’s overall customer service results from this study were com- Similar to e-mail communication, cus- response strategy and determine if the pared to data collected in 2012 for tomers in 2012 were initially expecting focus of interaction now lies within further insight into the evolution of responses within 24 hours of posing a social media channels versus the social media response time. question or comment on social media. more traditional communication or if By 2015, an inquiry on Twitter, for companies are successfully managing Overall results – all companies example, warranted a response within customer service across all modalities When looking at response rates across an hour, if not sooner. of communication online. all companies in the study, regardless A baseline study was conducted by of industry, results show that a typical Ann Michaels & Associates in 2012 to Methodology response rate was received 79 percent determine company responses to this Response time study was imple- of the time, meaning that no mat- and other shifts in social media usage. mented across social media venues ter which type of contact was made, Given the results of the original study, and retail verticals. Ten companies companies responded to consumer in- a subsequent study was conducted within three verticals were selected: quiries 79 percent of the time within a to learn more about how brands are department store, drug/grocery and three-day window. This has increased embracing the “new normal” when it specialty apparel. from 72 percent in the previous study, comes to customer service. Have re- Retailers were selected in each indicating a seven-point improvement sponse rates and times improved? Are industry based on several criteria, in overall response time. brands responding to customer inqui- including geography covered and Each of the retailers in this study ries and issues consistently through- the presence of active Facebook and was ranked based on overall response out the day, whether it is a weekday, Twitter sites. This designation would rate across all social media channels. weeknight or even on a weekend? How yield results from those companies In the initial study, only one retailer have companies acclimated to the evo- that have utilized social media as a achieved a 100 percent response rate lution of social media communication? form of customer communication across all three communication chan- What changes have been put into play within recent years to generate com- nels; during the current study, six to accommodate the “new customer”? parative results. retailers achieved a perfect response Comparing the results of this current Mystery shoppers were utilized to rate, with the majority of the others study to those originally obtained contact target companies with a sim- showing improvement as well. in 2012 sheds some light on these ple inquiry related to their business. Time-of-day analysis can give important questions. Days and times of contact varied to deeper insight into response levels gain additional information regarding based on time of day and time of Objective response time across a variety of days week. Overall, performance was fairly Ann Michaels & Associates sought and time frames throughout the day. consistent across times of days, with to replicate the earlier social media Specifically, contacts were grouped weekend and weeknight response rates response-time study to determine how into weekdays (Monday-Friday be- slightly lower than weekday response companies changed in order to adjust tween 8 a.m. and 4 p.m.), weeknights rates. Weekday response rates overall to the “new customer.” This study set (Monday-Friday between 6 p.m. and 10 were 89 percent, whereas weeknight forth to evaluate response times in p.m.) and weekends (both daytime and and weekend response rates were only various social media channels across evening hours were investigated). at 73 percent. A vast improvement nationwide retailers. The results from Results were aggregated by retailer was seen in this area as well when the current study were compared to and industry and the results of the data was compared to the 2012 study; those from the 2012 study to addi- study were analyzed across all retail- at that time, weekday and weeknight tionally determine if increases in ers included in the study, with further responses were provided 71 percent of responses and/or response times were analysis focusing on each industry the time and weekend responses were achieved by these retailers, potentially selected and each individual retailer. only provided 67 percent of the time. signaling a direct response to consum- While lower percentages were seen ers’ social engagement. Identifying Results on weeknights and weekends, overall gaps in online communication and en- The data collected for this study findings show the improvement in gagement with consumers will provide was analyzed to determine response the off-hours periods (nights and a better understanding of the current rates across social media channels weekends), indicating that com- landscape and provide insight into the and e-mail communication. Response panies better understand the need evolution of social media interactions rates were looked at as a whole of for providing consistent customer

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Response Rate - 2015 Across North America Overall E-mail Facebook Twitter All 79% 81% 78% 77% Department Stores 74% 73% 80% 70% Drug/Grocery 86% 87% 83% 87% Specialty Apparel 75% 83% 70% 73%

Response Rate - 2012 Overall E-mail Facebook Twitter All 70% 83% 79% 48% Department Stores 77% 73% 87% 70% Drug/Grocery 72% 93% 80% 43% Specialty Apparel 61% 83% 70% 30% service through social venues. nitely closed between the traditional Looking specifically at each chan- and newer, social-based, channels. nel of communication, Web-based in- While Facebook responses were the quiries received the highest response second-most successful communica- LET C&C MANAGE rate, at 82 percent, during the first tion channel, percentage of responses YOUR NEXT MARKET study and that trend continued in fell by 1 percent, from 79 percent to 78 RESEARCH PROJECT the current study. The most signifi- percent. What is interesting to note cant finding during the 2015 study is that some companies, most notably TODAY! revolved around the response times in the specialty retailer category, did on Twitter, which revealed a 28-point not openly invite customers to post on www.ccmarketresearch.com percent increase between the two re- their timeline, as indicated by the lack search periods (49 percent in 2012, 77 of a “post a comment” box at the top percent in 2015). It is apparent that of the company’s timeline. In these in- 1115 South Waldron the “value” of Twitter as a customer stances, customers are required to use service channel has been realized. the private “message” function to ask Suite 207 Figure 1 illustrates the percentage of questions and get assistance. While Fort Smith, AR 72903 responses gained through each of the the brand is still reachable, it may be channels for both studies. inadvertently sending a message of Web-based “contact us” forms were a different kind to its Facebook page [email protected] evaluated to compare social customer users: that the brand does not openly service to the more traditional point welcome comments on its page. of contact. While response rates were An industry comparison was 1-877-530-9688 down slightly from the 2012 study (82 conducted to determine if any one percent to 81 percent) this channel industry was more successful than still received the highest response rate others. With regard to overall response percentage. However, the gap has defi- rates, drug and grocery stores showed www.quirks.com June 2016 // Quirk’s Marketing Research Review 37 responses (11.5 hours vs. 12.5 hours, respectively). This was not surprising given that, at the time of the initial research, Facebook was a more domi- nant social site than Twitter. The initial theory was that these numbers would change in the current study, with Twitter outranking both Facebook and e-mail in response rate and speed. It was undecided as to how the e-mail response would change, as etiquette during the pre-social media era dictated a response within 24 hours but came in at 17 hours on average during the initial study. Overall response time across all channels decreased by approximately four hours. While the highest percentage of responses received were from e-mail inquiries, this channel yielded the slowest response time compared to Facebook and Twitter and the response time actually increased by just under an hour during this recent study. The time to receive a response from Facebook and Twitter inquiries decreased significantly. Figure 2 depicts the hours to receive a response via each channel for both studies. The average response time across all channels decreased to an average of 8 hours and 45 minutes, down from 12.5 hours in 2012. Facebook and Twitter responses were received the strongest overall response rate companies have taken the advice of within 5 to 5.5 hours, on average, at 86 percent. This is a vast improve- those speculating on the shift in social with the response time on Twitter ment since the 2012 study (72 percent). media as a means of customer service showing the most significant drop Specialty stores ranked second, at 75 since the first study was conducted. from the 2012 study (12.5 hours to 5.5 percent, up from 61 percent during the It appears that the value of Twitter hours, respectively). prior study. While department stores from a business perspective has in- As social media was evolving in showed an improvement over the last creased exponentially in the last three 2012, a concern for companies revolved study, their overall response rate fell years, with many companies not only around the fact that social media “nev- by three percentage points, from 77 using Twitter as a customer service er sleeps” and studies indicated that percent to 74 percent. channel but even going so far as to cre- customers’ expectations with regard The “Response Rate - 2015” and ate a secondary Twitter page dedicated to receiving a timely response was “Response Rate - 2012” charts show to customer service issues. independent of time of day and day response rate strength across the three of week; that is, they expect the same, channels of communication for each Speed of response quick response during off-peak times, industry for both the current and One final component that was evalu- such as weeknights and weekends as former research. ated was speed of response. During they do during regular business hours. It is interesting to note that the the first study, it was theorized that Data was broken out into response significant jump in response rates can responses to inquiries on social sites times based on whether an inquiry be attributed to Twitter responses; would generate a faster response time was made during traditional business whereas e-mail and Facebook re- than e-mail/Web inquiries. This, in hours, weeknights or weekends to sponses remained the same or declined fact, was true, with Facebook and determine if this customer expectation slightly in some cases, Twitter respons- Twitter responses being received in was being met and then compared to es increased dramatically between about half the time as e-mail responses data from the original study. the two study periods. This indicates (12.5 hours on average vs 17 hours, Response time decreased dramati- again the value of Twitter as a com- respectively). Facebook responses were cally during the traditional business munication channel and the fact that received slightly quicker than Twitter hours and weekends (Figure 3). This is

38 Quirk’s Marketing Research Review // June 2016 www.quirks.com yet another positive sign that overall, companies have understood the importance of availability at all times when it comes to customer engagement on social media. Industry-specific data was not significantly different; each of the three industries performed similarly with regard to response time across channel. All industries showed a decline in response time from data collected in the 2012 study. Department stores saw the biggest drop, with average response time declining from 15 hours and 20 minutes in 2012 to only 8 hours and 54 minutes in 2015. The overall results suggest that in general, companies have embraced so- been a prominent theme in the cur- was seen during the original study and cial media as a tool for consumer com- rent study, it is important to show has shifted, indicating that companies munication. The results of this study the dramatic increase in Twitter re- in this vertical were more responsive indicate that companies are respond- sponses within this vertical. Figure during the “non-peak” hours, though ing to changing customer expectations 4 illustrates the significant uptick overall response rates were signifi- and offering flexibility when it comes in Twitter responses in the specialty cantly higher. Only weekend response to responding to customer inquiries. apparel industry. rates stayed stagnant across both This finding accentuates the fact that Time of day was investigated to studies. Figure 5 shows a comparison social media has become a game-chang- determine if there is a disconnect at between the data from both studies. er in customer service and its impor- any point. Overall results show that In summary, the specialty retailer tance has not been overlooked. response rates were higher on week- industry as a whole is embracing days than weeknights and weekends. social media channels as a form of cus- Industry-speciﬁ c results This pattern is more typical of what tomer engagement, most notably with Three industries were selected for this study – department stores, specialty apparel retailers and drug/grocery stores. Ten companies were selected for each industry and a total of nine contacts were made via Facebook (3), Twitter (3) and Web-based contact form (3). Similar to the overall results, each industry was analyzed based on response rates by time, across channel and across time of day/day of week. Specialty apparel retailers. Overall response rates were evaluated and companies were ranked based on overall response rates within this study. As an industry, companies responded to customer inquiries across all channels 75 percent of the time, up from 61 percent. When looking at response rates by communication channel, e-mail contact via a company’s Web site form yielded the strongest results, with an 83 percent response rate. Twitter closely followed with a 73 percent response rate and Facebook responses were the least successful, at 70 percent, which is still a strong percentage of responses. Of interest to note is the improvement within Twitter. While this has www.quirks.com June 2016 // Quirk’s Marketing Research Review 39

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[email protected] | surveysampling.com vertical has shown the most significant improvement in response across all channels but specifically within social media sites. Similar to findings in other verticals, Twitter usage has increased exponentially and response rates improved greatly. While e-mail response rates have declined slightly, this is not worrisome or statistically significant. It appears, based on current findings, that this vertical has also embraced the demands of the new customer and has embraced it well. Department stores. Overall response rates were evaluated and companies were ranked based on overall response rates within this study. As an industry, department stores responded to customer inquiries across all communication channels 74 percent of the time, down from 77 percent during the last study. It is interesting to note that this vertical had the strongest response rate during the original study and fell to the bottom of the pack during this study. This may be attributed to the fact that there were some issues with sending e-mail responses to one particular retailer – there were several attempts to use the contact feature on the site but doing so yielded no response. It is unclear if it was a known error or if the Web site was having technical difficulties during regard to Twitter usage. Of the two so- improved slightly, from 80 percent in the time the study was conducted. cial sites, Facebook dominated in this 2012 to 83 percent in 2015. When the e-mail response rate for area in the earlier study; Twitter has Time of day was investigated to this retailer is removed from the far surpassed Facebook with regard determine if there is a disconnect at overall data, this vertical’s response to improvement. E-mail remains the any point. It was initially thought that rate comes in at 77 percent, which is most consistent method for responses. weekend and/or weeknight responses consistent with the earlier results. That being said, the dramatic increase would be weaker than weekday re- When looking at response rates by in Twitter usage shows the importance sponses in the original study. At that channel, Facebook again yielded the of social media and company response time, response rates in this vertical strongest results, with an 80 percent to this shift in consumer expectation. were fairly consistent, with weekday response rate, falling from 87 percent Drug/grocery. Overall response response rates slightly higher than during the original study. E-mail and rates were evaluated within the drug/ weeknight/weekend response rates (73 Twitter contacts remained the same grocery vertical. As an industry, com- percent and 70 percent, respectively). as the original data, with 73 percent panies responded to customer inqui- Current results show improvement and 70 percent response rates, respec- ries across all channels 86 percent of across all three times of day, with the tively. It should be noted that e-mail the time, up from 73 percent. This ver- largest jump in response rates dur- response rate increased to 81 percent tical had the highest overall response ing business hours (up to 93 percent when data for the outlier retailer’s rate across the three in the study. from 73 percent) and weekend hours e-mail contact was removed. When looking at response rates by (up to 87 percent from 70 percent). Companies in this vertical showed communication channel, e-mail and Weeknight responses also showed a a consistent performance overall. It Twitter contacts had response rates nice seven-point improvement, from was theorized that, at the time of the of 87 percent; this is down for e-mail 70 percent to 77 percent. Results sug- initial study, this vertical had started contact but a significant increase in gest that this vertical has adjusted to acclimate to the new customer ex- Twitter responses from the original to the demands of the new customer pectations at a faster rate than others study (93 percent and 43 percent, nicely over the last three years. and the other verticals would catch respectively). Facebook response rates In summary, the drug and grocery up in this most recent study. However,

42 Quirk’s Marketing Research Review // June 2016 www.quirks.com this does not explain the overall de- declined slightly and some company cline in response rate. While the tech- pages in this study have made it clear, nical difficulties with one retailer’s either through intention or uninten- contact site impacted the overall data, tional actions, that customers may get even removing this portion from the a quicker response on Twitter. This overall statistics shows results that was evident when company pages on have remained largely unchanged Facebook did not allow followers to since the 2012 study. post directly to their timeline; instead, Finally, time of day was investi- only private-messaging options were gated to determine if there is a dis- available. This was also evident by the connect at any point. It was initially significantly strong response times on thought that weekend and/or week- Twitter compared to Facebook. As con- night responses would be weaker than sumers tend to engage where they feel weekday responses, which was found most comfortable, companies need to in the original study. be aware of making engagement easy Overall results from this current on all social sites. set of data show that again, response One striking finding suggests that time across times of day and day of longevity of consistent engagement week remains fairly consistent, with may be a concern, as seen in the de- slightly lower rates of response gener- partment store vertical. This segment ated during weeknights and weekends. outperformed the others originally Compared to earlier research, response and has since maintained its perfor- rates improved during business hours mance or, in some cases, showed a but fell slightly during weeknights decline. This may be an indication (from 77 percent to 70 percent) and that, while important to the customer weekends (from 73 percent to 70 experience, it may be difficult to percent). Figure 6 illustrates response maintain without the proper planning time data for the two study periods. and strategic alignment. In summary, this industry did Overall data suggests that great not fare as well as the others with gains have been made in social me- regard to consistent response rates dia communication; the next step for and growth was not evident. While companies to embrace for continual starting off strong three years ago, it improvement revolves around pin- was anticipated that companies in this pointing customers who are talking vertical would yield the greatest im- about them on social sites yet not provement, as they had started strong directly on their social sites. By and have had three years to refine and utilizing a social media monitor- perfect this aspect of customer service. ing program, companies can benefit from finding indirect conversations Exciting to see the and engaging with those custom- transformation ers. While this was not specifically At the time of the original study, looked at during this study, future social media as a customer service studies may focus more on indirect channel was emerging but was not contact and how it is managed or well-defined. At that time, it was theo- acknowledged by companies. rized that companies would realize Customer satisfaction is becoming the importance and impact of social more of a challenge but it appears media usage for customer service and that companies are adapting to the that, over time, response rates would “new customer” and their expecta- improve. The results of this study tions. The results are promising and certainly support those views and it show that companies are in fact real- is exciting to see the transformation izing that, in order to be successful social media has taken. and maintain high satisfaction levels, While response rates and times they need to adapt as social media have improved, there is still room for continues to evolve. more improvement. Continuing to focus on creating social sites that en- Marianne Hynd is vice president of operations at Ann Michaels & Associates, courage customer engagement is vital. a Naperville, Ill., research firm. She can While Twitter usage has become more be reached at [email protected]. prominent, Facebook engagement has www.quirks.com June 2016 // Quirk’s Marketing Research Review 43 ••• survey design A touchy subject Are sliders too slick for surveys?

| By Trent D. Buskirk

snapshot As the research and development process for optimizing surveys for smartphones, tablets and computers continues there is a need to take a closer look at all of the different facets of survey-taking and survey-writing. To this end, Marketing Systems Group collaborated with Four research firms researchers from MaritzCX, Research Now and FocusVision on an experiment to compare teamed up to compare slider and radio button scales as input methods for surveys fielded on smartphones, tablets and computers. (The outcome of the experiment was published in the journal methods, data, slider and radio button Aanalyses, volume 9 in 2015. To view the full published paper, citations and references please scales as input methods visit http://bit.ly/1WGBUIn.) This study focused on input styles including newer touch-friendly slider bars and more for surveys fielded on standard radio buttons. In an era where touch-enabled devices are rising in popularity, smartphones, tablets knowing what respondents prefer and how they use different input styles will have a great impact on surveys designed to enhance the user experience on these devices. Results of the and computers. experiment suggest that the input style preference varies among devices and that slider bars might introduce some undesirable measurement issues compared to radio buttons.

More weaknesses than strengths The study directly compared outcomes from respondents who completed a collection of survey scales using their smartphone, tablet or computer. Within each device, respondents were randomly assigned to complete one of 20 possible versions of scale items determined by a combination of three experimental factors including input style, length and number formatting. Results from this study suggest more weaknesses than strengths for using slider scales to collect survey data using mobile devices and also suggest that preference for these touch-centric input styles varies across devices and may not be as high as the preference for the more traditional radio button style. Participants for this study were recruited from Research Now’s U.S. consumer e-Rewards

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© 2016 Research Now Group, Inc. All rights reserved. Figure 1: A-G are visual examples of the various factor combinations for the 22 core scale items as viewed on a smartphone. H and I refer to text input versus slider input for the single usage item (also viewed on a smartphone). panel, which consists of nearly 2.5 mil- types including: standard radio but- semantic labels and the numbered lion adults, making it one of the larg- tons or sliders with either an outside, versions also included number values est sources of online responses in the left, middle or right starting position below each of the semantic labels (see U.S. The overall survey consisted of up (as illustrated in Figure 1: A, C-F). Figure 1: E,G and A,C, respectively). to 60 possible questions about auto- We provided an additional instruc- In this article we focus on 22 “core mobile insurance satisfaction and was tion for respondents in any slider scale survey items” organized into three designed to be completed in no more group to click on the slider handle broad categories with questions per- than 10 minutes using a Web browser. if their answer was consistent with taining to 1) overall satisfaction with The survey was optimized for mobile where the slider began (see Figure 1: current automobile insurance pro- devices and was fielded in the U.S. C-F). Because this experiment was con- vider; 2) overall automobile insurance between April 4 and 11, 2014 and each ducted within the scope of a market brand performance (e.g., trust, dis- respondent received an e-incentive research study that required stan- counts, customer service, convenience, that was comparable in value to other dard radio button scales to produce value and accessibility) and 3) prefer- panel surveys of similar length. estimates, the randomization to the ences for automobile insurance service Due to limitations with device scale type used a 4:1 ratio within each (e.g., automobile insurance purchase availability across all panelists, device type of device with four respondents and agent interactions, mobile trans- type was not randomized but served being randomly assigned to standard actions with insurance company, etc.). as a natural blocking variable. All radio buttons for every one randomly- These core survey items were present- experimental randomizations were assigned to each type of slider scale. ed to participants over seven separate thus made within each type of device In addition to scale type, respondents screens. The actual values assigned to separately and independently. After were equally randomized to one of two responses for five-point scale items clicking [Start] on the introduction scale lengths (five-point vs. 11-point) ranged from 1 to 5 and from 0 to 10 for page, each panel respondent was then and equally randomized to one of two 11-point scale items. randomized to receive scale items for scale numbering formats (numbered A total of 1,201 computer, 1,199 the experiment that were formatted versus not numbered). All five-point tablet and 1,198 smartphone respon- according to one of five possible scale scales were fully anchored with dents completed the experiment.

46 Quirk’s Marketing Research Review // June 2016 www.quirks.com respondents may not have taken the time to click on each item but instead hit the next button for the survey to continue, resulting in missing data. As Funke et al. (2011) note, “if the handle is placed at the position of a valid answer, intentional response and non-response cannot be distin- guished.” One starting position that would avoid this issue is outside or off of the slider itself. However, this choice requires more space for the overall slider graphic. While making the slider handle smaller to create more room for the actual slider bar itself might work for mouse interfaces, it might be less optimal for interfaces that rely on finger taps. In our study we also found that respondents completing scale items using an outside starting slider were the least likely to prefer slider scales compared to any other starting position. Another option to remedy the missing-item issue might require respondents to move the slider away from its starting position and then Figure 2: Mean number of missing items by scale type and scale length. back to the response category to regis- ter the response. Such a requirement Completion times for the collection times were found between any of the would, however, increase the number of 22 core scale items (on the natural other scale types. of taps required to complete the ques- log scale) varied significantly by both tion from one to two for the slider the device used for completing the In the opposite direction scales compared to what is required survey (F(2, 3169)=27.27; p-value<.0001) Our results for survey completion for the radio button scale (Buskirk, and by the scale type (F(4, 3169)=3.85; times among the slider with a left- 2015b). Such an approach was used by p-value=.0040) and these effects were start group echo the findings from Sellers (2013), who compared slider additive in that no interaction be- prior research in direction but the bars scales with middle, left and right tween these two factors was detected. differences we observed were not starts to radio buttons. They found Specifically, the geometric mean com- statistically significant. However, that with a forced-choice requirement, pletion time for PC respondents was our findings for the other slider start respondents in the right slider group estimated to be about 19 percent longer positions, including most notably reported higher right-choice options than that of smartphone respondents sliders with a right or middle start- and respondents in the left-choice (p-value <.0001) and estimated to be ing position, were in the opposite group reported more lower-choice about 23 percent longer than that of direction in that we found completion options compared to respondents in tablet respondents (p-value<.0001). times for respondents in these two other groups. Contrary to the method No significant differences were groups to be shorter than those for the employed by Sellers, we did not force found in completion times for the standard scales, albeit not statistically respondents to confirm answer choices core scale items between smartphone significantly different. This opposing for which the slider was neither and tablet respondents (p-value>.01). result could be directly related to the moved nor clicked and we observed Respondents assigned to the slider left- fact that we observed higher missing that respondents in the middle- and start and slider outside-start groups items from respondents from both the right-slider start groups tended to had the longest estimated geometric middle- and right-starting slider scale select these answer categories sig- mean completion times (about 135 and groups as shown in Figure 2. In some nificantly less often than any other 133 seconds, on average, respectively) cases, respondents in the right-slider scale group, as shown in Figure 3. and the geometric mean completion start group who were highly satisfied The presence of missing items among time for the slider left-start group with their insurance provider might the middle- and right-slider starting was estimated to be about 11 percent have taken much less time to answer positions translated into overall scale longer than that for the slider right- the satisfaction questions simply measures that were consistently and start group (p-value=.0024). No other because their responses corresponded significantly lower, on average, com- significant differences in completion to the slider starting position. As such, pared to the same measures reported www.quirks.com June 2016 // Quirk’s Marketing Research Review 47 interest in sliders. However, they did not express this interest as consistently as those who completed standard scales in the experiment and then completed one additional slider item did for standard radio buttons (76 percent of respondents in the radio button version expressed interest for radio buttons compared to 63 percent of respondents in a slider group who expressed interest for sliders). We also found that generally, the preference for sliders increased from PC to tablet to smartphone respondents but the degree of differences across Figure 3: Low, middle and high option selection rates by type and length of scales for core scale devices was still influenced by the items answered. input style to which respondents were from the other slider starting position traditional radio buttons. Specifically, assigned. More work is needed to better or radio button groups – in some cases Cape (2009) found that while distribu- understand whether preferences for as much as 35 percent less. tional differences were noted for survey sliders might be higher among PC re- Respondents in the right-start outcomes across different scale types, spondents who have touchscreen moni- slider scale group who registered the “box top” or percentage agreeing tors compared to mouse-only input. answers for scale items moved the with a statement were nearly identical slider away from the starting position across the scale types. However, in our Come at a cost but ultimately did not move it back. study we also saw contrasting results While sliders may offer more engage- This pattern was generally consistent between the radio button group and ment for respondents they come at a across the three devices and both scale both the middle-slider group, where cost when thinking about implement- lengths; however, the pattern was respondents had significantly higher ing them across many device types much stronger with the shorter version “box top” rates, and the right-slider with differing space and hardware of the scale as shown in the left pane group, where respondents exhibited constraints. And, no matter how engag- of Figure 3. More specifically, the high significantly lower “box top” rates. ing sliders can be compared to radio option selection rates for those assigned In addition to differences in com- buttons, missing items still persist to five-point scales (defined as selecting pletion times, missing items, response and can certainly be a function of a 4 or 5 on the 1-5 scale) with middle options and survey outcome measures, starting position as well as the under- slider scales were 25 percent higher we also found differences in preferenc- lying distribution being estimated. than those from any other scale group. es for the slider scales. Such differences Preference for sliders tends to skew Respondents seeing five-point scale in preference rates by scale input style towards those using mobile devices to items in the right slider group selected might reflect more of a conditioning complete surveys but this preference higher categories at rates that were effect in that respondents may likely doesn’t overwhelm previous experi- between 8 to 50 percent less than those prefer what they are comfortable with ence with radio buttons. of any of the other scale groups. rather than something new. We expect- Even though sliders might be more We also found that respondents ed that some respondents with a radio preferred by smartphone respondents, in the middle slider start group also button survey input style would, for they also add to the completion times, chose lower-end options (i.e., 1 or 2 on example, express higher preferences for overall. And, given that many studies the five-point scale; 0, 1, 2 or 3 on the radio buttons when faced with a choice have consistently shown that surveys 11-point scale) more often than any between those and a new slider version tend to take longer on smartphones other scale type except the right-slider and, conversely, for slider input styles. compared to PCs (Buskirk, 2015b, Wells start group. This finding replicates Indeed, others have found some- et al., 2014), it’s hard to know whether the pattern observed by Petersen et al. what similar results in experiments the positive impact sliders have on (2013), who reported higher amounts of that simply asked satisfaction with engagement would outweigh or be nul- 2s and 4s being selected on a five-point sliders/radio buttons at the end of the lified by the negative impact of longer slider scale that had a middle start com- survey experience without requiring surveys. More work is needed to under- pared to other non-slider presentations. respondents to choose between alter- stand just how slick a slider needs to be The similarity in the percentage of nate methods of input. In our study we to hit this sweet spot. respondents in the left-starting slider certainly saw evidence of a condition- and radio button groups choosing ing effect for preference as well in that Trent D. Buskirk is vice president of statistics and methodology at Marketing higher options for the core scale items those who were presented slider-bar Systems Group, a Horsham, Pa., research echoes what Cape (2009) found in a questions in the main experiment and firm. He can be reached at 215-653-7100 study comparing left-starting sliders then asked to complete an item using or at [email protected]. with different labelling options to more radio buttons generally expressed

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••• b2b research Changing their beliefs Inertial purchasing propensities in B2B markets

| By David Soorholtz and Terry Grapentine

snapshot We have conducted B2B marketing research since the late 1970s and observed an increasing tendency of customers in some B2B markets to display what we describe as inertia in their buying habits. Clients describe some of their customers and prospects as rarely switching By identifying and brands and, seemingly, not because of brand loyalty. Rather, clients describe these custom- understanding factors ers as being on autopilot: They don’t seriously consider brand alternatives in the face of new product introductions and many express the belief that, “If it ain’t broke, don’t fix it.” affecting inertia in WPsychologists refer to this behavior as cognitive inertia:1 the buying process, “Cognitive inertia refers to the tendency for beliefs or sets of beliefs to endure once formed. In particular, cognitive inertia describes the human inclination to rely on familiar assumptions and exhibit a companies can focus reluctance and/or inability to revise those assumptions, even when the evidence supporting them no longer resources on their exists or when other evidence would question their accuracy. The term is employed in the managerial and organizational sciences to describe the commonly observed phenomenon whereby managers [or customers] most viable potential fail to update and revise their understanding of a situation when that situation changes, a phenomenon customers. that acts as a psychological barrier to organizational change [or brand switching].”2 This is an active topic in the academic literature and many articles have been written about inertia in B2B marketing. For example, Yanamandram et al. (2006) examine inertial tendencies as a major component of “switching barriers” in selected B2B markets;3 White et al. (2007) investigate inertial and customer retention issues in B2B service markets;4 and Fred Wiersema (2013) discusses inertia from the perspective of global B2B markets.5 Some of the findings coming out of this and our own research suggest that inertia can be a significant problem in B2B markets where, for a given product category, many good alternatives are available from different competitors and where assessing product performance prior to product purchase is difficult. B2B marketers want to believe that their customers behave rationally and make brand decisions in a logical and fully-engaged manner. We have found, however, that all too often

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this is not the case. Do these customers Example Factors that May Lead to Inertial and Loyalty Tendencies just not care? Or do they simply not Beliefs Behaviors Experiences understand that manufacturers are Loyalty toward a No negative experiences with current All brands perform equally often providing important inputs that particular manufacturer brands they can use in their businesses? Currently used brands are Negative experiences with past Loyalty to sales rep We believe that in many cases, it better than alternatives brands that resulted in switching High opportunity costs of Positive experiences with the sales is not that customers do not care or “Habit” fail to understand these products or switching rep (e.g., availability, attentiveness) issues; rather, they are experiencing Currently-used brands are the Late adopter of new Self-realized proof that current brand cognitive inertia. lowest-priced technology is “better” All brands are acceptable Degree of “openness” to (“good enough”) even though Set of beliefs new ideas they do not perform equally Cognitive inertia is a set of beliefs – not related to conscious brand loyalty Switching requires too much effort – that result in business customers failing to switch brands over an extended Switching may result in negative events caused by the period of time. Example perceptions new product that can lead to cognitive inertia are that: The research investigated whether telephone interviews of customers who the company could segment customers had recently switched brands. • Switching brands entails too many on their level of cognitive inertia and, Both qualitative waves allowed risks that cannot be adequately if so, whether the firm could develop us to compare and contrast custom- assessed prior to switching (e.g., marketing strategies designed to budge ers who displayed varying degrees of changing brands may lead to unde- the least inertia-prone prospects into cognitive inertia and brand switch- sirable effects). considering the company’s prod- ing behavior. The chart summarizes • “All brands are the same,” so noth- ucts. The study (details of which are factors contributing to inertial and ing is to be gained by switching. disguised to protect client confiden- company/product loyalty propensities. • “I have better things to do with my tiality) was conducted in four phases: Information from the chart informed time than investigate a new product.” exploratory research, quantitative the design of the quantitative market market segmentation research, target segmentation phase of the study. Recently, a B2B client wanted us marketing assessment and product One general observation com- to explore the issue of inertia in the positioning development. ing out of this exploratory research hope that the research might shed is the concept of active vs. passive light on how their marketing and sales Step 1: Exploratory research inertia. In some situations, inertia departments might address this issue. Two waves of exploratory research is active – for example, the customer One question they had was: Are some were conducted prior to launching consciously does not consider switch- customers less inertia-prone than oth- the quantitative market segmentation ing brands, not because he is loyal ers and, if so, how can we best identify phase of the study. The first explorato- to the current brand but because he and market to them? ry wave involved conducting in-person has been “burned” in the past when Note that this research focused on interviews with customers in the tar- he switched brands and the current a single product category in which get market. This research uncovered a brand’s performance is acceptable. In we and the sponsor hypothesized that significant amount of cognitive inertia contrast, passive inertia describes a cognitive inertia exists, based on our among most respondents. The second situation in which the very thought of background market knowledge. wave involved conducting in-depth considering alternative brands is not

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52 Quirk’s Marketing Research Review // June 2016 www.quirks.com small portion of the entire market. This corroborated our prior hypoth- esis that most customers in this market exhibit high levels of cognitive inertia and do not offer much opportunity for the client. Motivating the majority of customers in this segment to switch brands is difficult if not impossible. Second, there is a general negative correlation between overall loyalty and cognitive inertia. On average, lower levels of loyalty are associated with lower levels of cognitive inertia. Finally, as a check of face-validity, historical self-reported switching behavior was higher for the Inquisitive and Unhappy segments vs. the remaining segments. Inquisitive: This is the least inertia-prone segment and has average salient – for example, the customer is more opportunity it offers a manufac- loyalty scores. A major factor that dif- too busy with other demands or she turer. The dark horizontal and vertical ferentiates this segment from others does not consider the product category lines in Figure 1 help the reader to is intellectual inquisitiveness with re- in question important enough “in the visualize the relative positions of the spect to the product category. Members scheme of things” to warrant research- segments to each other. of this segment are more likely to read ing alternative brands. Note two general findings from professional publications about tech- Example Factors that May Lead to Figure 1. First, the combined relative nology in this product category and Inertial and Loyalty Tendencies size of the least-inertial segments – are more likely to believe that, if they Inquisitive and Unhappy – is a very were to research alternative brands in Step 2: Quantitative market segmentation research In this market, Internet panels of Announcing the 2016 Choice-Based Conjoint customers are available from several sources; consequently, we used a Web- based study lasting an average of 20 Predictive Modeling minutes. The study identified six segments: Loyal, Distracted, Price, Status Quo, Competition Unhappy, and Inquisitive. Figure 1 Match your skills against other leading modelers using whatever plots the segments along two dimen- 0,ƞ4/"1,,)0+!*"1%,!06,24&0%ǽ%" "01-/"!& 1&,+,# ,* &+"! sions – overall loyalty and inertial ten- within-sample and out-of-sample holdouts wins! dency. The size of the bubbles reflects the relative sizes of the segments. The winner receives a $5,000 cash prize* Overall loyalty, denoted by the plus free registration and speaking opportu- vertical dimension, is an index made +&1611%"41,,1%,ƞ4/",+#"/"+ " up of several attributes on which ț"-1"* "/ǗǝȔǘǕǾǗǕǖǛ&+/(&16Ǿ1%Ȝǽ respondents rated a company with The competition runs from November 1, respect to the their satisfaction, ǗǕǖǚ1, 2)6ǘǖǾǗǕǖǛǽ,4+),! ,*-"1&1&,+ likelihood to use in the future and data and instructions from: likelihood to replace with another 444ǽ41,,1%,ƞ4/"ǽ ,*ȡǗǕǖǛ-/&7" manufacturer in the future. The horizontal opportunity/iner- ȥ,+1"013,&!4%"/"-/,%& &1"! 6)4ǽ tia axis is a composite score of several 2 '" 11,1"/*0+! ,+!&1&,+01444ǽ41,,1%,ƞ4/"ǽ ,*ȡǗǕǖǛ-/&7" attributes measuring the belief that investigating alternative products is worth the respondent’s time and would 41,,1%,ƞ4/"Ǿ + ǽ actually result in finding a better Sawtooth 1457 E 840 N product. The further to the right a seg- /"*ǾǝǙǕǞǜȒǚǙǝǛ ment is positioned on this axis, the less ,ƞ4/" +1 801 477 4700 inertia-prone that segment is and the www.quirks.com June 2016 // Quirk’s Marketing Research Review 53 the target category, they would find about new technology or a desire to management mantra. a better product. They are also the improve upon their current market- Price: The existence of a price-ori- youngest of all segments. ing practices with respect to the tar- ented segment in B2B markets is not Unhappy: This is the second-least get product. In a sense, these custom- uncommon. It was expected in this inertia-prone segment and also the ers are on autopilot. market, since some customers serve least loyal. Dissatisfaction with their Distracted: Members in this seg- retail trade areas with lower-than- current product supplier distinguishes ment express above-average loyalty average yearly household incomes. these customers from those in the to their current supplier of the target Their retail customers simply cannot other segments. product. What differentiates them afford to purchase more expensive Status Quo: Customers in this seg- from other segments is that they are products in the target category. ment are relatively pleased with the simply so busy with other aspects of Consequently, this segment purchases performance of their brand and the running their business that no real at- the least-expensive products in the company they purchase it from. They tention is given to the target product. category and will only switch when a do not display any inquisitiveness “If it ain’t broke, don’t fix it,” is their comparable product at a lower price is introduced – which, in this market, occurs rarely. Loyal: Members of this segment display the least cognitive inertia and express the most loyalty to their supplier. These purchasers have an excellent relationship with their supplier and feel loyal to the perceived excellent performance of the brand they purchase from that manufacturer. Interestingly, this is the single largest segment.

Step 3: Target marketing assessment Once the market segmentation phase of the research is completed, the next step is to identify the most attractive segments in the group. As suggested in Figure 1, among the six segments we identified, two – Inquisitive and Unhappy – offer the company the most potential because of their a) relative openness to consider different brands in the target category and b) some- what lower levels of loyalty toward their current manufacturer.

Step 4: Product positioning development How then should companies address the Inquisitive and Unhappy market segments? Clients who have segmented their markets on loyalty/inertia have taken several steps. First, many of the issues that define the segments can be observed or learned by the sales rep (e.g., “Which customers actually read professional journals?”). Consequently, we developed an algorithm that the company’s sales reps can use to classify its customers across the six segments. This helps to streamline the selling process by allowing reps to identify the most likely targets and stop beating their

54 Quirk’s Marketing Research Review // June 2016 www.quirks.com heads against the wall to convert the David Soorholtz is managing director Cognitive_inertia most inertia-prone customers. This at Kleffmann North America Inc., a Des 3 Venkata Yanamandram, Lesley White, (2006). Moines, Iowa, research firm. He can be algorithm can also be used by the com- “Switching barriers in business-to-business reached at david.soorholtz@kleffmann. services: a qualitative study.” International pany as part of its overall CRM strategy com. Terry Grapentine is an independent Journal of Service Industry Management, Vol. 17 to use data collection methods other marketing research consultant based Issue 2, pp.158-192. than in-person sales calls to profile its in Ankeny, Iowa. He can be reached at 4 Lesley White, Venkata Yanamandram, (2007). customers and target communications [email protected]. “A model of customer retention of dissatisﬁ ed to the least inertia-prone. business services customers.” Managing Service Second, some clients have devel- REFERENCES Quality: An International Journal, Vol. 17 Issue 3, pp.298-316. oped a Web-based information service 1 Huff J.O., Huff A.S., Thomas H. (1992). “Strategic renewal and the interaction of cumu- helping customers find relevant 5 Wiersema, Fred, (2013). “The B2B agenda: lative stress and inertia.” Strategic Management the current state of B2B marketing and a look technology-related articles and Journal 13: 55–75. ahead.” Industrial Marketing Management, Vol. research across a variety of industry 2 Wikipedia, https://en.wikipedia.org/wiki/ 42, Issue 4, pp. 470-488. information sources. Reps distribute information to Inquisitive members about new developments in the product category. This helps to better serve the Inquisitive customer and prospect. Offering this type of “better service” is believed to lead, over the long run, to more sales. Third, sales reps conduct brain- storming sessions to share past experiences in identifying and selling to members in the Unhappy segment. Think of this as improving one’s professional selling skills in order to moti- vate customers in this segment to give greater consideration to one’s brand.

A major barrier In summary, the marketing literature and our experience strongly suggest that cognitive inertia is a major barrier to increasing a manufacturer’s market penetration in some B2B markets. This article presents a case study that identifies factors influ- Thoroughbred Research Group is a full-service research encing customer loyalty and inertia firm with over 36 years of experience. Our consultative and segments customers on these two dimensions. Based on these findings, approach and advanced analytic capabilities ensures accurate strategies are developed to more ef- data, on time... every time. From business executives to fectively position the company and teenagers, we have our finger on the pulse of opinions, its sales reps in marketing to mem- behaviors, and preferences for your target market. bers of the Inquisitive and Unhappy segments. Moreover, by identifying We invite you to learn more about us at www.torinc.net. the least inertia-prone segments, Download our case studies and explore our solutions and organizations can more efficiently methodologies. Contact a Thoroughbred representative focus sales and marketing resources today to discover why our clients depend on us on customers who have the greatest likelihood of increasing the firm’s for making critical business decisions. market penetration. Make no mistake about it, over- coming cognitive inertia in the B2B marketplace is difficult; however, by identifying and better understand- [email protected] • 502-276-5503 ing the factors that cause the inertia, www.torinc.net marketers can nudge customers closer to their brand. www.quirks.com June 2016 // Quirk’s Marketing Research Review 55 ••• b2b research Leverage the irrational How B2B marketers can use cognitive biases to their advantage

| By Adam Jones

snapshot The idea of the robotically rational and emotionless human has been played out in sci-fi movies to great effect over the past couple of decades. Naturally it is possible to push these boundaries further on the big screen than in real life, yet the common assumption by mar- Adam Jones looks at keters (and for the most part the general public) is that humans are meant to be rational three forms of bias – beasts. However, could any marketer honestly say that this is truly the case? The study of behavioral economics provides an illuminating window into why this prejudicial, contextual Tis not the case. While humans may believe they behave and think rationally, they are and experiential – hampered by universally common and naturally-occurring cognitive biases – even in the case of business decision-making. and how they affect This article aims to serve as an introductory guide into the world of cognitive bias and B2B marketing and how business-to-business marketers can begin to combat or leverage these irrational aspects of human psychology for greater marketing gains. customer decision- making. Prejudicial bias The theory: Status quo bias What it is: Inertia. People prefer the brand/provider they know, even though it might not be the best solution for their needs. Summary: People do what they have always done. A practical example of the irrational at play: A business sticks with a desktop printer brand as it’s the brand it has always used and the only brand it knows much about. Plus, it hardly ever thinks about switching, even though other brands could better meet its needs. Considerations for B2B marketers: Try and break the inertia by increasing brand awareness, such as through an increase in communications, more impactful marketing, etc.; and developing more compelling customer value propositions to encourage people to switch, e.g., incentives, better communicating the ROI (increased productivity, etc.). Make sure market

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RESEARCH TECHNOLOGY SUPPORT ANYWHERE, ANYTIME research examines past behaviors as protocols to encourage employees to guessing as to your response. To en- these usually provide more reliable proactively reach out. courage supplier-switching, consider insights than hypothetical questions on an upfront benefit such as a sign-on future intentions. The theory: Endowment effect incentive or giveaway. The incentive What it is: The practice of paying doesn’t have to require a significant The theory: Loss aversion more for a brand or product/service al- financial outlay to be enticing (so What it is: Preference for a current ready used, versus switching to a new long as the prospective customer sees supplier for fear of suffering a loss (and possibly cheaper) alternative. value in the incentive) and likely in switching, versus achieving a gain Summary: The devil you know is bet- can be recouped over the length of from a new provider. ter than the devil you don’t know. the relationship. Summary: People with money won’t A practical example of the irratio- bet the farm. nal at play: A construction com- Contextual bias A practical example of the irratio- pany continues to use its incumbent The theory: Cognitive framing nal at play: A frequent airline flyer supplier of aggregates, despite a What it is: The way in which in- sticks with their current airline so as competitor offering a better prod- formation is presented, or the type to avoid losing their frequent flyer uct. The fear of the unknown, of information presented, greatly status and benefits, even though they coupled with the potential loss in- influences decision-making and in- could get more benefits (better fares, curred from an error with the new vokes more of an irrational response. more points, more rewards, etc.) by product, enables the incumbent to Summary: It is not what you say, it switching airlines. command a premium. is how you say it. Considerations for B2B marketers: Considerations for B2B marketers: A practical example of the irratio- Consider helping customers with the Don’t forget to continue building nal at play: A supplier of piping in switching process, e.g., integrating relationships with customers beyond the construction business realizes software, training on new equip- the initial customer setup. These that its customer bases’ expectations ment, minimizing downtime through are customers likely to value your for delivery vary wildly. It realizes it temporary resources, offering money- business more than new accounts, can change its brand promise to make back guarantees to alleviate con- while being more open to paying a itself look more impressive, without cerns, etc. Strengthen the customer premium for service delivery. When altering customer perceptions of value proposition by better demon- bringing new products to market it. To raise appeal among prospec- strating the benefits of switching don’t fear carving out a niche as op- tive customers, it changes its brand (ROI, improved productivity, etc.). posed to going for wide appeal. You promise from “90 percent of deliver- are going to have to work hard to ies within 72 hours” to “98 percent of The theory: Sunk cost effect convince people to switch so segmen- deliveries are on-time.” What it is: The tendency to continue tation is key to successful marketing Considerations for B2B marketers: investing money/time/effort in a of new products. Don’t fear going bold with any mes- product or service even though it is saging. Emphasize product/cost bene- failing expectations, meaning the The theory: Hyperbolic discounting fits by the largest magnitude possible emotions behind not giving up out- What it is: Preference for benefits in as these figures are most likely to weigh the logic of doing so. the immediate to short term versus impress. Be sure to focus marketing Summary: People won’t give up in the longer term, based on a pos- on the benefit to the customer, i.e., when it is obvious the idea is a bad sibly false perception that it’s better how your product can help to make one. to be rewarded now rather than later. your customers’ business lives easier/ A practical example of the irra- Summary: A dollar now is better more productive or to help them tional at play: A business that has than two dollars tomorrow. deliver better value, etc. engaged with an IT services provider A practical example of the irratio- on an annual contract finds it harder nal at play: An insurance company The theory: Anchoring to rationally decide whether service offers payment plans that are charged What it is: Presentation of prelimi- delivery is acceptable, compared to a every month, twice a year or once a nary information to deliberately bias business paying a fixed monthly cost. year. Despite saving almost $100 by the interpretation of other informa- Despite the cost already having been choosing the lump sum annual pay- tion that follows. incurred (and therefore irretriev- ment, a small business would rather Summary: Put your best side forward. able), the sunk cost still motivates incur the smaller immediate charge. A practical example of the irratio- future behavior. Considerations for B2B market- nal at play: An adhesives brand has Considerations for B2B marketers: Ensure that the immediacy of developed a new product with the ers: Maintain a consistent level of customer service is a key facet of durability three times better than its engagement with customers and relationship repair and issue resolu- previous incarnation. It realizes this increase the number of potential tion. Even if tokens are small (i.e., a is a strong marketing plan and plays touchpoints. Ensure there is a clear phone call) they are reassuring if de- on this fact as a key demonstration channel for customers to access livered soon after the issue is raised, of innovation within the company. relevant employees and internal rather than leaving the customer “Three times stronger than our previ-

58 Quirk’s Marketing Research Review // June 2016 www.quirks.com ous adhesive” is used as the market- point invokes an irrational response not forgotten. ing tagline, as opposed to “Will serve which then clouds judgment. A practical example of the irratio- you right for 72 hours.” Summary: You remember the last nal at play: An online retailer decides Considerations for B2B marketers: thing, not the first thing, that was said. to increase the number of complete Ensure that pricing strategies are A practical example of the irratio- interactions once a customer orders well-thought-out and researched. nal at play: A customer is becoming a product through its site. Instead Once a price point is set it is diffi- increasingly frustrated with their of accepting the delivery and then cult to raise it without a significant utilities supplier. After receiving ensuring that the product arrives, it business case leading to profits being another incorrect invoice they have first confirms receipt of the order, left on the table. Utilize a compara- begun to lose faith in their sup- confirm that the product has left its tive marketing approach, using your plier. After contacting someone warehouse, confirms that the prod- competitors as a benchmark from in customer service willing to go uct will be delivered in three-to-five which your product is improved above and beyond to straighten out business days and then ensures the (e.g., 50 percent larger than the their issues, all is forgiven. This product is delivered. The customer is nearest competitor). one piece of attentiveness with a kept in the loop on how the delivery particularly emotive customer pro- is progressing while also experiencing The theory: Von Restorff effect/dis- vides a lot of goodwill toward the many small, “complete” interactions tinctive encoding supplier moving forward. with their supplier. What it is: Highlighting a particular Considerations for B2B market- Considerations for B2B market- element of a product or message, or ers: Identify all potential customer ers: Completing tasks for custom- presenting it in a novel way, to trig- touchpoints and ensure there are ers should be a key part of service ger an irrational response and drive protocols in place for a seamless ex- delivery. Customer service/account brand/product recall. perience. Where there is the poten- management need to ensure issues Summary: When something stands tial for issues, ensure a well-trained are resolved, delivery staff need to out like a sore thumb. response is in place (e.g., a detractor ensure all orders are made in full, etc. A practical example of the irra- management system or touchpoint Incompleteness leads to individuals/ tional at play: An electrical com- survey). For particularly emotive companies experiencing dissonance, ponents brand organizes an annual aspects of the customer relationship which impacts on customer satisfac- robotics tournament where entrants (credit control/invoicing/collections) tion and loyalty. Break down customer must use the products it supplies in dedicate resources to deliver a quick interactions into smaller chunks of the robots built. This novel way for response, even if only small. “completeness” by increasing the customers to use products, and the number of touchpoints. social occasion of the annual tourna- The theory: Zeigarnik effect ment, creates and emotional connec- What it is: The pain of an incom- Adam Jones is analytics manager and is based out of research company tion to the brand that traditional plete task negatively biases a total B2B International’s New York office. marketing platforms couldn’t build. experience or brand perception, He can be reached at adamj@ Considerations for B2B marketers: therefore skewing the big picture. b2binternational.com. Product differentiators should be Summary: Painful experiences are pushed to create a wow factor. It is OK to play on a niche particularly when competing with brands with bigger marketing budgets. However, it is worth noting that being memorable isn’t the only task of marketing but rather being memorable for something positive. Consider decluttering marketing materials and messages. A clear and distinct position, delivered in a clear style, will be more memorable than bombarding buyers with information. A well-thought-out and distinct CVP running through the company will aid this process.

Experiential bias The theory: Peak-end rule What it is: Judgment based on the most extreme point of an experience – especially at the end (be it positive or negative). The intensity of this www.quirks.com June 2016 // Quirk’s Marketing Research Review 59 Top Panel Companies SPECIAL ADVERTISING SECTION

••• a Quirk’s resource guide 21 TOP Panel Companies

The Internet has made many things in this world easier, including marketing research. When you need to reach a large number of respondents or reach a very speciﬁ c group of respondents, the best place to ﬁ nd them is online.

Online research panels give you the convenience of having pre-screened respondents at your fi ngertips who are ready and willing to participate in surveys, studies or other types of Branded Research Inc. research. Having these respondents on-hand lets you recruit Founded 2012 | 19 employees large groups of participants quickly and easily in a wide Matt Gaffney, CEO variety of industries and specialties, either locally, nationally or globally. Whether a general audience is needed or a niche Branded Research Inc. is a leading on- audience with specifi c ethnicities, occupations or age groups, line panel and technology services pro- this large reach allows you to choose from different types of vider. Through our proprietary research respondents, from consumers to professionals and experts, to diffi cult-to-reach or diffi cult-to-fi nd respondents. Online panels let you target specifi c respondents, making the research more relevant and personalized. The respondents also benefi t from online panels through the ability to respond conveniently on their own time, enabling well-thought-out, specifi c answers that lead to better survey data. Here are 21 top companies offering online panels and other online research services. community MintVine®, our panelists provide companies the consumer and business insights needed to make definitive decisions about their products and services. How do we do it? We start by taking a unique, communi- quirks.com/articles/2016/20160633.aspx cative approach. Our panels are founded on core principles of social

60 Quirk’s Marketing Research Review // June 2016 www.quirks.com Top Panel Companies SPECIAL ADVERTISING SECTION

FocusVision Founded 1990 | 380 employees Jamin Brazil, CEO

FocusVision is the leading global provider of integrated global technology solutions for both quantitative and qualitative market research. The company has specialized in research facility videostreaming since it was founded in 1990 and has grown to offer best-in- class quant+qual research solutions for every aspect of an organization’s research practice, including Webcam engagement and the power of the focus groups, ethnography stream- simple conversation. It’s what sets us ing, asynchronous online software, apart from the rest. We believe that a mobile device usability studies, robust relevant, quality conversation elicits a survey programming and reporting quality response. Branded Research platform as well as panel management. was founded in 2012. FocusVision has offices in the United Phone 888-848-2525 States, United Kingdom, Bulgaria, www.brinc.co Brazil and Singapore. Phone 800-433-8128 www.focusvision.com

Our team is personally invested in providing you with the ultimate customer service experience. No matter the size Critical Mix or type of project, our always-available, Founded 2011 | 125 employees experienced team is there to anticipate Hugh Davis and Keith Price, Co-CEOs your needs and provide thoughtful customer care. Phone 800-651-8240 Our passion is simplifying access www.criticalmix.com to high-quality insights for market research. Companies worldwide rely on our collaborative and easy access to global survey participants, survey programming and data visualization solutions to help them make smarter business decisions. We make it incred- ibly easy to reach target audiences anywhere in the world, program and host engaging surveys, visualize data so you can make decisions faster and contact your account team whenever needed.

www.quirks.com June 2016 // Quirk’s Marketing Research Review 61 Top Panel Companies SPECIAL ADVERTISING SECTION

Global Survey Founded 2007 | 5 employees Mayank Bhanushali, Founder and Managing Dir. Innovate Founded 2014 | 35 employees Matt Dusig and George Llorens, Managing Global Survey, Directors as our name GfK suggests, is Innovate is a Founded 1934 | 13,000 employees one of the Gary Cofer, North America CEO global leaders global online in using digi- sampling tal data collec- firm generat- GfK is the tion to power ing high- trusted analytics quality data source of rel- and insights. from engaged evant market We provide panelists. and consumer data-driven Founded by information decision- Matt Dusig, that enables making for clients who listen to and in- Gregg Lavin its clients to teract with the world’s consumers and and George Llorens, Innovate provides make smarter business professionals through Global 24/7 superior client service to thou- decisions. Survey online panels, as well as mobile, sands of market researchers and re- More than 13,000 market research ex- digital and social media technologies. search departments around the world. perts combine their passion with GfK’s We apply the breadth of over 88 online The Innovate team previously created long-standing data science experience. consumer panels and communities the world-class goZing and uSamp pan- This allows GfK to deliver vital global across 70 countries to your market els recruiting over 30 million people insights matched with local market research studies. And we’re dedicated worldwide to participate in market intelligence from more than 100 coun- to continually fine-tuning our panel research surveys. Innovate pioneered tries. By using innovative technologies network to ensure quality and growth Human-Powered Sampling™, which and data sciences, GfK turns big data as your research needs change over promotes responsive communication into smart data, enabling its clients time. Global Survey works with many for client satisfaction and created the to improve their competitive edge and of the world’s leading market research First Class Panel™, which is a heavily- enrich consumers’ experiences and agencies, media agencies and corpora- screened, profiled and engaged audi- choices. tions. ence of survey respondents. Phone 212-240-5300 Phone +91-997-432-5123 Phone 818-584-2090 www.gfk.com/en-us www.globalsurvey.in www.innovatemr.com

62 Quirk’s Marketing Research Review // June 2016 www.quirks.com Top Panel Companies SPECIAL ADVERTISING SECTION

Lightspeed GMI Founded 1996 | 700 employees David Day, CEO

We Make Research Easy. Quality- seeking researchers, marketers and brands choose Lightspeed GMI as their trusted global partner for digital data Market Cube LLC collection. M3 Global Research Founded 2011 | 48 employees Our innovative technology, proven Steve Hopkins and Adi Raj, Principals Founded 2006 | 200+ employees sampling methodologies and opera- Roni DasGupta, President tional excellence facilitate a deep understanding of consumer opinions and behavior. In May 2016, we intro- M3 Global Research provides the most duced AmplifyR Appends in the U.S., comprehensive and highest quality the industry’s most comprehensive market research recruitment and sup- and diverse set of consumer data sets port services available to the global tied to an online survey panel. We have health care industry with relationships At Market Cube, our mantra is “we help local market knowledge and experience with over 2 million physicians in more you shine.” Our company specializes with more than 700 staff situated in in the heavy lifting of sample delivery, 13 countries throughout the Americas, data collection, reporting and program- Europe and Asia-Pacific. Our compre- ming. We offer aggressive pricing, hensive product suite, including health unparalleled speed-to-launch, quality care and financial solutions, generates sample and high-touch service. Our dependable research results. team excels at managing all types of Phone 908-605-4500 sample projects, including complex www.lightspeedgmi.com fielding to your requirements and specifications, regardless of primary or secondary research. By allowing Market Cube the privilege of managing than 70 countries worldwide. M3 Global your projects, you can spend more time Research operates an ISO 26362-certi- focusing on reviewing the data and fied panel with the highest quality delivering trends and insights to your data collection and project manage- clients and stakeholders. ment capabilities that cover the spec- Phone 843-628-5388 trum of quantitative and qualitative www.market-cube.com techniques utilized today. M3 services incorporate all of the most advanced statistical and attitudinal methodologies allowing clients to provide world- class offerings and support services to their end-client customers throughout multiple industry sectors. Phone 202-293-2288 ext.203 http://research.m3.com/ www.quirks.com June 2016 // Quirk’s Marketing Research Review 63 Top Panel Companies SPECIAL ADVERTISING SECTION

Mindﬁ eld Online Internet Panels Founded 1980 | 110 employees Gary McMillion, CEO Netquest Founded 2001 | 230 employees Germán Loewe, CEO Looking for high-quality, dedicated service from Netquest is the your online MyCLEARopinion No. 1 provider panel proof opinion and Founded 2008 | 475 employees digital behav- vider? Tired Mitch Henderson, CEO of untested ior data in companies crippling your research and the market re- sampling plans? MindField Online has MyCLEARopinion search sector in 35+ years of market research experience specializes in Latin America, and puts the power of technology behind high-quality B2B Spain and your projects. Features the greatest as- skilled industry Portugal. We sortment of in-depth Internet panels like sample, provid- count on more health and ailment, vision care, home- ing access to than 10 years owners and lawn care, travel and leisure, a unique and of experience pet owner, physicians, mother/children powerful audi- creating representative panels of the and teen, electronics and entertainment ence of decision population, being the only company in and many more. Dedicated programmers makers recruited the region to be certified with the ISO and 24/7 project monitoring. Now using from specific 26362 standard, specific for online ac- Beacon by Decipher for more advanced and demographically diverse market cess panels. Thanks to our cross-device programming solutions and software sectors. MyCLEARopinion can provide technology, we are the only company integration for mobile and multimode panelists with vertical industry exper- capable of offering integrated informa- survey needs. tise in a variety of industries includ- tion about the consumer. Phone 800-969-9235 ing: HVAC, engineering, architecture/ Phone 310-614-0641 http://mindﬁ eldonline.com/ construction/maintenance, packaging, www.netquest.com flooring/floor maintenance, plumbing, mechanical systems, roofing, electrical, landscaping, safety and security, manufacturing and logistics, painting, food and beverage product and development and more. We can offer survey sample, research services, hosting and programming. Phone 248-786-1274 www.myclearopinionpanel.com

64 Quirk’s Marketing Research Review // June 2016 www.quirks.com Top Panel Companies SPECIAL ADVERTISING SECTION

Reckner Healthcare Founded 1991 | 225 employees David Reckner, CEO Rare Patient Voice LLC Founded 2013 | 6 employees OMI (Online Market Wes Michael, CEO Intelligence) Founded 2007 | 50 employees Rare Patient Voice recruits hard-to-find Dr. Alexander Shashkin, CEO patients and caregivers for qualitative and quantitative market research. We attend patient events such as confer- Online Market Intelligence (OMI) ences and walks to build our panels is a leading local provider of online fieldwork in Russia, Ukraine, Belarus and Kazakhstan. We have B2C, B2B IT, automotive, physician and patient Reckner Healthcare provides the panels exceeding 1 million people in industry’s most trusted online health total. We provide an opportunity for care panel for pharmaceutical and medical marketing research projects. Leveraging an independently- maintained and -managed panel, Reckner specializes in delivering fast access to physicians, allied health care professionals, payers, hospital decision makers, opinion leaders, veterinarians, dentists and more across the United so that our patients are authentic and States and the world. With unparal- we can complete recruits within two leled project management and in-house weeks. We focus on recruiting only. mobile research and have over 40,000 technology teams, Reckner focuses on Some of our panels include: all cancer participants in our mobile panel in the details to ensure that your jobs run types, Crohn’s, cystic fibrosis, epilepsy, Russia. We also have more than 26,000 smoothly. Services include recruit- Gaucher, hemophilia, Huntington’s, lu- panelists in our Internet behavioral ing, list matching, pre-testing, project pus, MPS diseases, multiple sclerosis, panel, which combines data of the real management, survey programming, Parkinson’s, pulmonary fibrosis, behavior in the Internet with panel data processing, tabulation, coding pulmonary hypertension, sickle cell, profile data. OMI is the only ISO 20252- and online reporting. At Reckner, we Sjogren’s and spinal muscular atrophy. and 26362-certified company in the deliver the best respondents for your For cancer we have stage. For non-can- region. research every time. cer we have medication used. Phone 215-822-6220 Phone +7-495-660-94-15 www.recknerhealthcare.com www.omirussia.ru/en Phone 410-218-0527 www.rarepatientvoice.com

www.quirks.com June 2016 // Quirk’s Marketing Research Review 65

global sustainability; Noel R. Wallace as n Irvine, Calif., firm MFour Mobile Names of Note COO, global innovation and growth and Research has hired Eric Chou as software Hill’s Pet Nutrition, including leader- engineer. ship of the company’s global marketing, research and development, global manu- n Research company Mozaic Group has facturing and customer development appointed Vaishali Daga as analytics organizations and Franck J. Moison as director. n In New York, media company Univision vice chairman overseeing the company’s Communications Inc. has appointed Jed business in Asia-Pacific and Latin n In Atlanta, research firm CMI has Meyer as executive vice president, corpo- America and its business development appointed Will rate research. efforts. Fabian T. Garcia, formerly COO, Leopold as senior global innovation and growth, Europe/ research manager for n Microsoft has appointed Jolaine Boyd South Pacific and Hill’s Pet Nutrition, its Healthcare and as its new CMO for Asia-Pacific, based in announced his departure from Colgate Life Sciences team. Singapore. to assume a leadership role outside the Dave Williams has company. rejoined the firm as n Stockholm-based research firm Cint manager of technol- has appointed Greg Dunbar as vice n Research firm ogy services. Williams president of sales, EMEA and Dag Magni Firefish has appointed as CFO. Also, Richard Thornton, chief Beth Broughton as n India-based online panel services firm commercial officer, has been promoted managing director Borderless Access has appointed Arindam to deputy CEO. of its U.S. business, Som as a non-executive director respon- based in Brooklyn, sible for contributing to the insights n In London, Charles N.Y. and innovation at the firm and Steve Pearson has joined Hamilton Clark as a non-executive research firm FlexMR n R. Dennis Broughton director for the Middle East region. as SVP, strategic busi- Wildsmith, most ness development. recently vice president of risk opera- n San Francisco application intelligence tions for Dallas-based money transfer company AppDynamics has appointed n Monsanto Company, provider Moneygram International, has Kendall Collins as CMO. St. Louis, has appoint- been named executive director of The ed Nielsen CEO Mitch Pearson Joseph School, a college-prep school based n Alan M. Park has joined Waltham, Barns to its board of in Cabaret, Haiti, and Nashville, Tenn. Mass., emotion recognition software directors. His appointment is effec- The school was launched in 2011 by firm Affectiva as its chief revenue officer. tive immediately and he will stand for Nashville, Tenn., firm 20|20 Research and election to the board at the 2017 annual its founder/CEO Jim Bryson following n Disney|ABC Television Group, Burbank, meeting of shareowners. He will serve the 2010 earthquake in Haiti. The school Calif., has named current ABC Research on the science and technology commit- opened last September with 31 students executive Elizabeth Sloan and Jane tee and the sustainability and corporate and five teachers. Wildsmith will be Gould to the newly-created positions responsibility committee. based in Nashville but will spend a por- of senior vice president, consumer tion of his time in Haiti. insights, for the group’s broadcast/ n In New York, consumer products com- studio and cable teams, respectively. pany Colgate-Palmolive has appointed the n San Francisco-based cloud analytics Sloan will lead all consumer insights, following: P. Justin Skala as COO, North platform Keen IO has hired Will O’Brien research and analytics functions across America, Europe, Africa/Eurasia and as COO. ABC Entertainment, ABC Studios and ABC News. Gould will oversee all con- n Portsmouth, N.H., online research sumer insights, research and analytics panel Op4G has appointed Don Wasylyk functions across the group’s four cable as technology systems manager based in networks – Disney Channel, Disney quirks.com/articles/2016/20160611.aspx the firm’s Austin, Texas, office. Junior, Disney XD and Freeform – as well as Radio Disney. In addition, she

68 Quirk’s Marketing Research Review // June 2016 www.quirks.com will provide guidance for and collabora- n Natasha Hritzuk has joined the supervisory board in light of the maxi- tion with research partners at Disney research division of Atlanta-based media mum tenure laid out in the corporate Channels around the world. company Turner as vice president of cli- governance codex. In addition, Stars ent insights and content partnerships informed GfK at the end of last year, as n Consensus Point, a Nashville, Tenn., research. She will be based in New York. did Düttmann more recently, that he provider of prediction market research would resign before completion of his technology, has appointed Bart Gamble n New York-based research consultancy term. Van Bylen, who is to become CEO as vice president, client service and Millward Brown has appointed Louise of Henkel Management AG, informed analytics, effective immediately. Ainsworth as CEO of Millward Brown in GfK at the end of March that he too the U.K. She will replace Dale Beaton, would resign, effective April 30. n Michael W. Link has been named U.K. managing director, who is moving president and CEO of Abt SRBI, a research to the role of SVP global practice lead, n Research firm TNS UK, London, has firm and subsidiary of Cambridge, Millward Brown. appointed Richard Clissold-Vasey as Mass., researcher Abt Associates. Link COO, with a place on the U.K. board. is the past president of the American n Sylvain Gauthier Association for Public Opinion Research. has joined Canada- n Martine Reardon, CMO for based research and Cincinnati-based retailer Macy’s, left n New York-based researcher SHC polling firm Leger as the company in May after 32 years of Universal has hired Rachel Knowles as vice president of re- service. director, joining the firm’s London-based search for its Quebec team. SHC Universal has also named City office. n Alan Mavretish Jerry Arbittier as its new CEO. has joined Schlesinger Gauthier n UK Online Interactive as vice n Mike Boehm has joined Irvine, Calif., Measurement Company, president, client firm MFour Mobile Research as director of the industry body owned by the Internet development. He communications. Advertising Bureau and Association of will be based in Online Publishers, has appointed Julie Pittsburgh. n San Francisco-based Grand View Research Forey as its first Inc. has appointed Bhabesh Panigrahi director of insight. n In Chicago, Mavretish as director of strategy and research. customer science n In Atlanta, re- company dunnhumby has hired Rob n In New York, researcher Ipsos has searcher Focus Pointe Christian as senior vice president of appointed Joe Marshall as president of Global has appointed business development. Ipsos Marketing Quantitative in the U.S. Todd Napier as chief He will be based in Chicago. business development n New Orleans-based audience platform officer. Lucid has appointed Ben Hogg as manag- Napier n U.K. video research technology coming director, EMEA. He will be based in pany Voxpopme has appointed Brin Moore n RealityMine, a U.K. the firm’s London office. Additionally, as VP of sales for North America. mobile research technologies and con- the firm has announced new titles for sumer analytics firm, has named Tom two senior executives: Andy Ellis, presi- n Lightspeed GMI, based in Warren, O’Sullivan as chief revenue officer. dent of Lucid’s Fulcrum and Federated N.J., has expanded its Latin American Sample business units, has been named business led by Luis Martin, senior n Nuremberg, Germany, research chief operating officer, Lucid and Brett account director, and Account Director firm GfK has reported that Wolfgang Schnittlich, Lucid’s chief technology Benjamin Huston, with teams operat- C. Berndt, Bernhard Düttmann, officer, has been named president and ing in Mexico City and São Paulo. The Hauke Stars and Hans van Bylen will CTO, Lucid. firm has also added Jose Vanderley, leave the firm’s supervisory board. senior project manager, to its Latin Additionally, at the request of GfK n New York indoor cycling company America team. Verein, GfK’s majority shareholder, Peloton has named Lori Marcus as its the supervisory board has nominated new CMO. n Celebrity Cruises, operated by Miami- Dieter Kempf, former CEO of DATEV based cruise vacation company Royal eG, members of the executive board of n Sweden-based research company Nepa Caribbean Cruises Ltd., has named Peter GfK Verein Ralf Klein-Bölting and has added Bo Mattsson, founder of Giorgi as CMO. Raimund Wildner, as well as Bruno Sweden-based research company Cint, to Piacenza, a member of the manage- its board of directors. n MTV, a unit of New York-based Viacom, ment board of Henkel Management has named Laurel Weir as senior AG, for election. Changes to the board n Betsy Bergman has joined vice president, strategic insights and have been anticipated since last year, NBCUniversal TV Distribution, New York, research. with Berndt announcing upon his re- as senior vice president, marketing and election that he would resign from the brand strategy. www.quirks.com June 2016 // Quirk’s Marketing Research Review 69 lishing for Facebook, Instagram and n Synergistics Research Corp., Pinterest. Research Atlanta, celebrated its 35th anniver- sary on April 1. n Raleigh, N.C., firm L&E Research Industry News has continued its expansion with the n The Research Partnership Inc. recent acquisition of Focus Market (TRP), a research firm in Wichita, Research in Minneapolis. Kan., is on the market after 33 years in operation. TRP and its facility are n U.K. professional services firm News notes for sale by owners and founders Bob MARU Group has closed the trans- Ross and Esther Headley. action to acquire Vision Critical n On April 1, New York researcher Research and Consulting, the Focus Plus marked 30 years in business. n Irvine, Calif., firm MFour Mobile North American spin-off research Research has boosted its active-panel consulting division of Canada-based n Boston-based firm research firm size to more than 1 million. Since customer intelligence firm Vision InCrowd has issued the one-millionth January, 198,000 new panelists have Critical. The new business will oper- answer from its 1.8 million-member signed up for the firm’s Surveys on ate as a stand-alone entity within clinical “Crowd” of physicians, the Go application, putting it past MARU Group as maru/vcr&c under nurses, pharmacists and managed the million-member milestone. the leadership of the current Vision care experts to companies who use Critical Research and Consulting InCrowd to obtain business insights. n ComScore, Reston, Va., has executive team. All current Vision The physicians and clinicians con- been granted accreditation by the Critical Research and Consulting tribute their insights as a service Media Rating Council (MRC) for employees will retain their roles in to the life sciences companies that its Audience module of validated the new independent company and work with InCrowd by answering Campaign Essentials 2.0 (vCE 2.0), continue to serve all existing cus- companies’ business, regulatory and which includes its reporting of tomers. Following the transaction, product questions. digital campaign age, gender and maru/vcr&c will work in collabora- behavior-based ethnicity demograph- tion with Vision Critical via a value- n Bloomington, Minn., research ics and the resulting reach, fre- added reseller and strategic partner company Information Specialists quency and GRPs. Both the vCE 2.0 agreement, including the contin- Group celebrated 20 years of busi- Audience and Validation modules are ued support by the Vision Critical ness on April 2. The firm says its now accredited. ComScore is the first Research and Consulting team in next phase includes office expan- company to offer an MRC-accredited managing future community-pow- sion to add to its data collection viewable GRP for desktop display ered research projects. capacity, along with a more formal and video campaigns, which removes training facility. non-viewable and invalid impressions n San Bruno, Calif., cross-platform from GRP calculations. e-commerce provider Astound n Netherlands-based research soft- Commerce has completed its acqui- ware firm Nebu and the University Acquisitions/transactions sition of Chicago-based e-commerce of Debrecen in Hungary have agreed consultancy the e-tailing group. to establish the Nebu Scholarship n New York visual content market- for IT students. Students will have ing platform Olapic has acquired n IBM Watson Health, Armonk, the opportunity to participate in a Piqora, a firm focused on market- N.Y., has completed its $2.6 bil- research project during the summer, ing and data analytics for Pinterest. lion acquisition of Truven Health supervised by specialists from both Financial terms of the deal were not Analytics, an Ann Arbor, Mich., Nebu and the university. disclosed. Piqora’s technology will cloud-based health care data, analyt- be integrated into the Olapic visual ics and insights provider. content marketing platform. As part of the acquisition, Piqora’s San n Germany-based panel provider Mateo, Calif., operations and team respondi has purchased France-based will be merged into Olapic. Olapic is research, data science and IT com- quirks.com/articles/2016/20160612.aspx now a Marketing Developer Partner pany House of Common Knowledge, of Pinterest and offers content pub- allowing respondi to expand its

70 Quirk’s Marketing Research Review // June 2016 www.quirks.com services and products to include data ers and media buyers with insights facial coding, behavioral coding and science, IT solutions and the corre- into the listening habits of local ra- EEG technology to allow Nielsen to sponding consulting skills. dio listeners. GfK will use a combined capture a variety of engagement methodological approach for the measures to simulated viewing and n Concord, Mass., retail analyt- study in Malaysia, with two waves of purchase experiences. The goal of ics firm ShopAdvisor has acquired surveys that will be conducted per the partnership is to reveal insights Redwood City, Calif., in-store prod- year among 12,000 representatively- into the non-conscious and conscious uct data and location services firm selected radio listeners in Malaysia. aspects of the consumer experience Retailigence. The respondents will log their radio and decision-making process. usage over seven days, with 80 per- n London-based investment firm cent responding via a paper diary n Anacortes, Wash., consulting firm XIO Group will acquire Costa Mesa, and 20 percent via an electronic Shainin has selected Lexington, Ky., Calif., researcher J.D. Power from diary. To analyze the obtained data, research and consulting firm Photizo McGraw Hill Financial Inc. for a GfK will use its own software solu- Group as its partner for providing purchase price of $1.1 billion. The tion that enables broadcasters and predictive analytics solutions to parties have entered into a defini- advertisers a strategic program and Shainin clients. tive agreement and anticipate that media-planning tool. the transaction will close during n Provo, Utah, survey platform the third quarter of 2016, subject to n U.K. customer science company Qualtrics and iModerate, a Denver- customary closing conditions. Upon dunnhumby and Facebook, Menlo based research firm, have formed a closing, XIO Group will support J.D. Park, Calif., have formed a partner- partnership to allow organizations to Power’s existing management team ship to help FMCG brands better mea- get insights from customer feedback. and employees in expanding the sure the effectiveness of campaigns Mutual clients will be able to utilize company’s market share. on Facebook across U.K. households, iModerate’s moderated one-on-one specifically whether they drove conversations to augment feedback n London researcher TNS has in-store and online sales, using the obtained from Qualtrics’ technology acquired all remaining shares in dunnhumby Sales Impact solution. and insight platform. Taylor Nelson Sofres ICAP Market The dunnhumby and Facebook data Research SA (TNS ICAP), a research sets will be matched while respecting n Nielsen, New York, and e-com- agency based in Greece. The acquisi- data privacy using a safe haven devel- merce analytics company Profitero, tion increases TNS’s stake in TNS oped by marketing technology compa- Boston, have formed a strategic alli- ICAP from 51 percent to 100 percent. ny Acxiom that enables anonymized ance, making Profitero’s Digital Shelf matching and analytics. Through the 360 solutions available for Nielsen n Canada-based mobile customer en- use of this safe haven, the data used clients. Together, the two firms allow gagement firm Mobify has acquired cannot be attributed to an individual consumer packaged goods companies Pathful, a Canada-based provider of user or household. Eight FMCG com- to correlate online performance with machine learning-based technology panies have been involved in pilot- actual sales data. for behavior-based targeting. Terms testing for the new solution, measur- were not disclosed. Pathful’s team ing 10 well-known household brands n Rockville, Md., market intelli- has joined Mobify, including co- from a range of categories including gence distributor MarketResearch. founders Boris Lau as senior software soft drinks, laundry detergent, con- com has formed a business partner- engineer and Campbell Macdonald as fectionery, personal care and beers, ship with New York researcher Beige an advisor. wines and spirits. Market Intelligence, allowing for the marketing and distribution of Alliances/strategic n New York media and entertain- Beige Market Intelligence’s propri- partnerships ment company Time Warner Inc. has etary market analyses through the formed a three-year strategic partner- MarketResearch.com site. n Santa Clara, Calif., social analyt- ship with Nielsen, New York, and the ics firm NetBase has partnered with Time Warner Medialab, a facility that n Singapore-based audience data firm American Fork, Utah, data analyt- comprises technologies and research Eyeota and Kantar Media, London, ics provider Domo to integrate data techniques to generate insight into have formed a data partnership, from NetBase’s social analytics consumer behavior. Nielsen will beginning first in the U.K. The first platform with Domo’s cloud-based leverage the Medialab’s capabilities to phase of the partnership gives adver- platform. evaluate how the modern consumer tisers and media buyers in the U.K. reacts and responds to various forms access to predefined segments built n Commercial Radio Malaysia, an of media content and advertising. from Kantar Media’s TGI study of association of commercial radio The deal will build on the Medialab’s consumer behavior and characteris- operators, has made Nuremberg, existing neuroscience capabilities tics, allowing them to target specific Germany, firm GfK a research part- including biometric and eye-tracking audiences for online advertising. ner, allowing GfK to provide advertis- technology and bring enhanced www.quirks.com June 2016 // Quirk’s Marketing Research Review 71 n Facebook, Menlo Park, Calif., has named a winner of a 2016 Temkin of its local and national products and added Nielsen, New York; com- Group Customer Experience Vendor multiple national insight services. Score, Reston, Va., and Integral Ad Excellence Award. Temkin Group, Additionally, Nielsen will also have Science, New York, to its list of ad a customer experience research and the ability to use set-top-box data for verification partners. The firms will consulting firm, instituted the award its suite of marketing effectiveness verify ad viewability and attention program to recognize the providers of and return on ad sales solutions, metrics for photo and video ads on products and services that help orga- including CPG, retail and auto. Facebook, offering more advertis- nizations improve customer experi- ers the transparency needed to trust ence outcomes. New companies/new divisions/ their ad delivery data. relocations/expansions n The USC Annenberg School for n Canada-based firm 360insights, Communication and Journalism, n Denver-based firm Resolution which recently launched its Channel Los Angeles, has selected Robert V. Research & Marketing Inc. has Success Platform for predictive ana- Kozinets, an expert in marketing opened a new focus group facility in lytics, has engaged research industry research, strategy and social media, Denver. consultant Kristin Luck. She will as the Jayne and Hans Hufschmid assist the company in leveraging the Chair in Strategic Public Relations n Atlanta public relations and new platform capabilities to help and Business Communication. digital communications agency clients make business and marketing The Hufschmid Chair is designed Hope-Beckham Inc. has launched its decisions. to provide academic and research market research group. The research leadership focusing on the intersec- offerings include digital personas, Awards/rankings tion of business and communica- customer journey mapping, focus tion. Kozinets, who will hold a joint groups and group studies, affinity in- n Jupiter, Fla., research firm Quick appointment with the USC Marshall terest mapping, hot topic heat maps, Test/Heakin announced that it School of Business, will create new secret shoppers and online surveys. was a contributing agency to two classes and programs on the evolu- Shopper Marketing Effie (SME) tion of media and strengthen the n U.K. firm Keen as Mustard Awards, which were presented at connections among digital com- Marketing has moved to a new the Path to Purchase Institute’s munications, networks, brands and office in the Vauxhall district of Shopper Marketing Summit Awards entertainment. central London. Celebration in March. In the Multi- Brand Shopper Solution category, New accounts/projects n Canada-based market research Walmart and Starcom MediaVest data collection firm The Logit Group won a Silver SME for “Chosen n ComScore Inc., Reston, Va., has Group has undergone a rebrand and by Kids,” along with contribut- formed a new long-term agreement has opened a new 115-seat call center ing agencies Shopper Events, The with DISH Network, Englewood, in Wichita, Kan. Martin Agency, OneKreate and Colo., to renew its integration of Quick Test. And in the Seasonal/ DISH’s TV viewing information with n Cambiar Consulting, Pennington, Event category, Walmart and Starcom comScore’s TV measurement service. N.J., has opened a new technology MediaVest Group won a Gold SME for The integration of DISH’s aggregated and analytics office and practice in “Chosen by Kids,” with contribut- and projected TV viewing with com- Palo Alto, Calif., to be led by Richard ing agencies Shopper Events, The Score’s services is designed to provide Scionti, who has joined the company Martin Agency, OneKreate and Quick the industry with more dynamic as a full partner. Test. Quick Test provided respondent measurement and holistic report- recruiting, event staffing and man- ing. ComScore provides DISH with n After separating from eBay Inc. agement for the event, interviewing an internal system to make program- in November, eBay Enterprise 1,000+ children for the kid-curated ming, marketing and advertising Marketing Solutions, Wilkes-Barre, Top Toys list. decisions. ComScore also helps DISH Pa., has rebranded as Pepperjam. measure addressable campaigns, Michael Jones, who served as general n Indianapolis-based customer with the goal of allowing brands to manager, now leads Pepperjam as experience consulting firm Walker deliver more relevant messages to CEO. Pepperjam provides technol- was named a winner in the 2016 viewers. Separately, Nielsen, New ogy and services including The Customer Experience Vendor York, has entered a multi-year agree- Pepperjam Network, affiliate mar- Excellence Awards. The award ment with DISH under which data keting management, analytics and recognizes firms that help other provided by DISH will be integrated insights, content and design, display companies improve their customer into Nielsen’s Local TV measurement advertising, search marketing and experience. service across all 210 designated mar- social marketing. ket areas. The agreement will also n Salt Lake City customer experi- enable Nielsen to leverage DISH’s n Palo Alto, Calif., technology ence company MaritzCX has been set-top-box data to complement many research and advisory firm Aragon

72 Quirk’s Marketing Research Review // June 2016 www.quirks.com Research is launching a new consult- in North America by opening a new from Nielsen Innovate, Mac Fund, ing practice focusing on digital busi- facility in the San Diego, Calif., a Korean-Israeli fund, Deutsche ness and transformation. Aragon is area. The new facility will be outfit- Telekom and other investors to sup- partnering with Practically Digital, ted with beacons, biometrics and port the rollout of its cloud-based, a Chicago-based technology consult- emerging technologies. self-service customer analytics and ing firm which specializes in digital personalization solution for gro- strategy, innovative technology solu- n Piscataway, N.J., data collec- cery, health and beauty retailers. tions, cognitive computing and IT tion agency Azure Knowledge due diligence and mergers support. Corporation has opened two new n Study Hall Research, Tampa, Fla., offices in Sao Paulo and Moscow. reported that quarterly revenues n Omnicom Media Group, the Ernest Khodzhaev will serve as increased by 32.2 percent versus media services division of New York- country manager for Russia and the same period one year ago. For based marketing communications Danielle Ribeiro de Souza will serve the same time period, the company company Omnicom Group Inc., has as country manager for Brazil. The noted that contracted client engage- launched its third agency network, firm also has further plans to expand ments for the first quarter occurred Hearts & Science, a data-driven mar- its footprint in China. at a rate of more than one per week keting agency with media planning for the entire quarter. The company and buying capabilities, among other n Bristol, Pa., research and consult- posted its strongest Q1 revenues since services that include shopper mar- ing firm BioVid Corporation has de- it was founded in 2010. keting, marketing innovation and veloped a new Business Development content activation. Hearts & Science and Licensing division devoted n Nielsen, New York, reported its has opened its North America-based to offering business solutions for first-quarter 2016 results and also operation with Procter & Gamble business development and licens- announced that its board of directors as its inaugural client and Scott ing professionals in biopharma. The approved an increase in the com- Hagedorn as its CEO. firm’s team of decision scientists has pany’s quarterly cash dividend of 11 also developed a proprietary plat- percent to $0.31 per share. Revenues n In London, a group of communi- form, DemandDefender BD&L, which were approximately $1.5 billion for cations measurement professionals delivers a market assessment for each the first quarter of 2016, up 2.0 per- have launched The Measurement stage of the acquisition process. The cent or 5.2 percent on a constant cur- Practice, a virtual consultancy cre- division will be headed up by Gary rency basis, compared to first-quarter ated to help in-house and agency Schwebach as executive director. 2015. Adjusted net income for the communications teams use the right first quarter of 2016 of $187 million research data to inform decision- Research company earnings/ was up 8.1 percent or 9.4 percent on a making and help meet key business financial news constant currency basis, as compared objectives. The consultancy of- to the first quarter of 2015. Adjusted fers three core services: program n Belgium-based consumer collabora- net income per share on a diluted auditing and alignment, training tion agency InSites Consulting has basis grew 10.9 percent to $0.51 for and workshops and supplier iden- reported revenue growth of more the first quarter of 2016, compared tification. The associates within than 20 percent throughout this fis- to $0.46 in the first quarter of 2015. the practice include Mike Daniels cal year and anticipates to close the Net income for the first quarter of (business and communications), fiscal year (June 30, 2016) with €23 2016 increased 60.3 percent to $101 Colin Wheeler (research and inte- million in revenues or a 30 percent million or 62.9 percent on a constant gration), Liam Kelly (media analysis organic growth. Its four client-facing currency basis, compared to the first and insight), Pat Molloy (analytics, offices based in Ghent, Belgium; quarter of 2015. insight, data mining and technology Rotterdam, Netherlands; New York solutions) and Guy Corbet (commu- and London amount for approximate- n Boulder, Colo., marketing automa- nications and strategy). ly 40 percent, 30 percent, 20 percent tion firm TapInfluence has closed and 10 percent of corporate revenues, $14 million in financing led by n Chalfont, Pa., researcher Reckner, respectively. Noro-Moseley Partners with par- owner of The Institute for Sensory ticipation from existing investors Research and Reckner Facilities, has n U.K. research company Join the Grotech Ventures and Access Venture opened a sensory and product testing Dots has reported a year-on-year in- Partners, as well as new investor facility in Harrison, N.Y. crease in revenue of 27 percent, with Knollwood Investment Advisory. the company’s revenue hitting £7.75 Contributions were also made from n London-based Basis Research has million in 2015. MergeLane, a start-up accelerator for opened its first U.S. office, in Los women-led companies and super an- Angeles, to be led by Kate Hartzell. n Cloud-based customer insight gel Robin Ferracone, founder and CEO and personalization software proof Farient Advisors. The firm plans n Information services company vider ciValue, based in Israel, has to double its headcount by year’s end Experian has expanded its DataLabs closed a $2.4 million seed round and open additional offices. www.quirks.com June 2016 // Quirk’s Marketing Research Review 73 CALENDAR OF EVENTS ••• can’t-miss activities

LIMRA will hold its 2016 conference on June 8-10 at Advanced Research Techniques us.marketinsightforum.com. Marketing and Research the Hilton Financial District (ART) Forum on June 26-29 Conference on June 1-3 at in San Francisco. Visit www. at the Westin Copley Place in ESOMAR will hold its annual Disney’s Grand Floridian Resort iirusa.com/analytics/home.xml. Boston. Visit www.ama.org. Congress on September and Spa in Lake Buena Vista, 18-21 in New Orleans. Visit Fla. Visit www.limra.com. The Conference Board The Strategy Institute will www.esomar.org. will hold its Annual Brand hold its Digital Customer MRIA will hold its annual Conference on June 9-10 at Experience Strategies Summit MRA will host the Corporate conference on June 1-3 at the Westin New York at Times Europe event on June 30-July Researchers Conference Fairmont the Queen Elizabeth Square in New York. Visit 1 in Central London. Visit on September 26-28 at in Montreal, Quebec. Visit www.conference-board.org. www.digitalcustomerexp.co.uk. The Westin St. Francis San mria-arim.ca. Francisco on Union Square The Pharma CI Asia The Merlien Institute will in San Francisco. Visit www. The Strategy Institute will Conference and Exhibition hold its MRMW North America marketingresearch.org. hold the 6th Annual Digital will be held on June 14-15 conference on July 18-19 Marketing for Financial at the Kowloon Shangri-La in Fort Worth, Texas. Visit The Strategy Institute will Services Summit on June Hotel in Hong Kong. Visit na.mrmw.net. hold its 3rd Annual Digital 2-3 at the Sheraton Centre pharmaciconference.com. Customer Experience Strategies in Toronto. Visit www. IQPC will hold its 5th Summit on September 21- ﬁ nancialdigitalmarketing.com. EphMRA will hold its Healthcare Annual Customer Insight and 22 in Chicago. Visit www. Business Intelligence/Analysis Analytics Summit on August digitalcustomerexp.com. NorthWest MRA will hold its Conference on June 21-23 in 22-24 in Austin, Texas. Visit Annual Education Conference Frankfurt, Germany. Visit www. bit.ly/1qk233M. Sawtooth Software on June 2-3 at The Allison Inn ephmraconference.org/home. will hold its Sawtooth & Spa in Newberg, Ore. Visit The Australian Market and Software Conference 2016 northwestmra.events. The 2016 Canadian Pharma Social Research Society will on September 26-30 Market Research Conference hold its National Conference on in Park City, Utah. Visit ESOMAR will hold its will be held on June 22-23 September 8-9 at the Grand sawtoothsoftware.com/ Summer Academy 2016 on at the Hyatt Regency Toronto Hyatt in Melbourne, Australia. training/conferences. June 5-9 in Amsterdam. in Toronto. Visit canada. Visit www.amsrs.com.au. Visit www.esomar.org. pharmamarketresearch NMSBA will hold its Shopper conference.com. The Strategy Institute will hold Brain Conference - Europe CASRO will hold its annual its Third Annual Digital Customer on October 20-21 at Hotel Technology and Innovation Event AMA will hold its 2016 Experience Strategies Summit on Casa400 in Amsterdam. Visit on June 6-7 in New York City. Marketing and Public Policy September 13-14 in Chicago. www.shopperbrainconference. Visit www.casro.org. Conference on June 23-25 at Visit www.digitalcustomerexp.com. com/amsterdam. California Polytechnic State Intengo will host a Webinar, University in San Luis Obispo, The Merlien Institute To submit information on titled “It CAN Be Fun and Calif. Visit www.ama.org/ will hold its MRMW Europe your upcoming confer- Games: How to Use Social publicpolicy. conference on September ence or event for pos- Prediction, Game Thinking 14-15 at the Millennium sible inclusion in our and Crowd Wisdom to Discover NMSBA will hold its Shopper Hotel Mayfair in London. Visit print and online calen- Fresh Ideas to Invigorate Your Brain Conference on June eu.mrmw.net. dar, e-mail Sara Cady at Business,” on June 6 at 1:00 23-24 in Chicago. Visit [email protected]. For a p.m. CST. Visit bit.ly/23mqZnf. www.shopperbrainconference. Richmond Events will host The com/chicago. Market Insight Forum USA on more complete list of up- IIR will hold its Marketing September 15 at the Harvard coming events visit www. Analytics and Data Science AMA will hold its 2016 Club in New York. Visit quirks.com/events.

74 Quirk’s Marketing Research Review // June 2016 www.quirks.com

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Quirk’s Marketing Research Review, (ISSN 08937451) is issued monthly by Quirk Enterprises Inc., 4662 Slater Road, Eagan, MN 55122. Mailing address: P.O. Box 22268, St. Paul, MN 55122. Tel.: 651-379- 6200; Fax: 651-379-6205; E-mail: [email protected]; Web address: www.quirks.com. Periodicals postage paid at St. Paul, MN and additional mailing offices. Subscription Information: U.S. annual rate (12 issues) $70; Canada and Mexico rate $120 (U.S. funds); international rate $120 (U.S. funds). U.S. single-copy price $10. Change of address notices should be sent promptly; provide old mailing label as well as new address; include ZIP code or postal code. Allow 4-6 weeks for change. POSTMASTER: Please send change of address to QMRR, P.O. Box 22268, St. Paul, MN 55122. Quirk’s Marketing Research Review is not responsible for claims made in advertisements.

www.quirks.com June 2016 // Quirk’s Marketing Research Review 77 ••• Conversations with BEFORE YOU GO corporate researchers 10 minutes with... Larry L. Musetti Market Research Manager, Benjamin Moore & Co.

What change in the MR industry has affected you the most throughout your career? In short, PowerPoint and the Internet. PowerPoint forced me to write shorter headlines and one or two graphics per slide instead of writing long – and typically unread – cursive reports with lots of words, numbers, stat testing and sample sizes. PowerPoint is both a curse and a blessing. It made me focus on five-to-nine bullet points. Executives love PowerPoint and what has evolved into infographics. They no longer have time nor want to know about the how and why, or even the possibilities of market research. Execs trust I’m doing the market research right – they need me to understand the business issues and whittle down all the data and statistics into a concise set of customer insights to help them make decisions here and now.

i The Internet has affected everything. My best overall market research job t t e s was with an Internet start-up market research supplier. The early days were u . M extremely challenging and rewarding, breaking new ground almost every day. y L Larr It was a lot of fun! Before the Internet, there was an old saying in market research that you can only have two of three things – fast, accurate or cheap. With the Internet I now have all three! Data collection is affected the most. The days of mail panels are long gone. I never do mail surveys anymore, except to “Before the Internet, there deliver products on IHUTs. Phone interviews are becoming outdated with the decrease in home phones and the increase in mobile, Wi-Fi sensors and beacon technology. Questionnaires are now shorter and more engaging to gain stronger was an old saying in market cooperation and response rates. The days of matrix questions with long attri- bute rating questions are numbered. Social media, observation and virtual reality methodologies are becoming more common when collecting and interpreting research that you can only customer attitudes and behaviors.

How have you used video and infographics to communicate research have two of three things insights? Video beats PowerPoint hands down! I recently conducted a series of business ethnographies. It was the best work that I’ve done in my career. Video made – fast, accurate or cheap. these ethnographies come to life and it was a huge success on all levels, from the CEO and C-suite to newly hired employees. Video helps everyone to see, hear With the Internet I now and feel the hearts and minds of customers. Do you ﬁ nd yourself turning to qualitative or quantitative research the most, and why? have all three!” I’m a frustrated number-cruncher at heart. Early in my career, qualitative was not true research to me. It wasn’t science and it wasn’t valid market research – other than to explore and develop hypotheses. I especially loathed focus groups as a way to hear what you wanted to hear. Now, later in my career, quantitative is a bias that I always guard against, especially when conducting surveys. I always try to ask myself: Can qualitative better address the issues? I’ve fallen in love with ethnographies and observation, especially using mobile and geofenc- Read the full interview at quirks.com/ articles/2016/20160622.aspx. ing technology to track shopping behavior. I now see focus groups as valuable but am still not a big fan.

78 Quirk’s Marketing Research Review // June 2016 www.quirks.com

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