MMR Strategy Group » Dominique Romanowski https://mmrstrategy.com Thu, 02 Jun 2016 04:34:40 +0000 en-US hourly 1 http://wordpress.org/?v=4.1.1 Recipe for a Better Brand Strategy: 5 Ways Brand Image Research Helped a Brand of Cooking Appliances https://mmrstrategy.com/recipe-for-a-better-brand-strategy-5-ways-brand-image-research-helped-a-brand-of-cooking-appliances-2 https://mmrstrategy.com/recipe-for-a-better-brand-strategy-5-ways-brand-image-research-helped-a-brand-of-cooking-appliances-2#comments Tue, 11 Aug 2015 20:50:46 +0000 https://mmrstrategy.com/?p=3013 How do you keep your brand strategy relevant as the market evolves? Here are 5 ways brand image research helped an Italian brand of cooking appliances that is more than 130 years old. Ten years ago, Bertazzoni Inc. introduced its brand of ranges and cooktops in the U.S. market, and results have been excellent. Planning … Read More Recipe for a Better Brand Strategy: 5 Ways Brand Image Research Helped a Brand of Cooking Appliances

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bertazzoni 3-d

How do you keep your brand strategy relevant as the market evolves? Here are 5 ways brand image research helped an Italian brand of cooking appliances that is more than 130 years old. Ten years ago, Bertazzoni Inc. introduced its brand of ranges and cooktops in the U.S. market, and results have been excellent. Planning for the future, management wanted to understand how to evolve the brand strategy for continued growth.

 

To do so, MMR Strategy Group conducted two types of brand image research. First, we conducted focus groups for qualitative exploration of consumer attitudes. Then, we conducted an online survey with customers to provide the quantitative data that drives decisions. Together, both types of research answered key questions such as which brand values connect with consumers, which brand and product characteristics drive purchase, and how brand performance varies across different steps in the purchase cycle.

Background on the Bertazzoni Brand Image

Bertazzoni is an Italian brand sold around the world with strong values. It is known as a category specialist, an innovator in cooking technology, and as having a strong family heritage. It is currently owned and managed by the 6th generation of family members. Their Italian designed products are distinctive, beautiful, and high quality. Made in Italy means family, style, and excellent culinary traditions. In the U.S. market, it is priced lower than other high end professional cooking appliance brands.

5 Ways Brand Image Research Can Help Your Brand Image

Using the Bertazzoni project as an example, here are 5 ways brand image research can help you improve your brand strategy. Brand image research can:

1. Explore the emotional connection consumers have with your brand

Brands offering both superior functional and emotional benefits usually have the strongest market position. In general, functional benefits can be more easily matched by competitors, while emotional benefits are harder to copy. A brand’s emotional connection with consumers can be an important, more defendable, way to distinguish the brand in the marketplace.

Focus groups are an excellent way to explore the emotional connection between consumer and brand. In the case of Bertazzoni, we held in-depth conversations with small groups of customers. In advance of the groups, some participants wrote stories about their experience with the brand, other participants made collages, and some even wrote poems. We also talked to non-customers and sent them to appliance retailers to shop so they could share their experiences during the groups.

The focus groups helped us explore the emotions around cooking appliances and key brands. Results provided insight into which of the many Bertazzoni brand values resonate emotionally with customers and non-customers and which to focus on in their brand strategy. Information about the sales experience revealed opportunities to establish stronger connections with potential customers.

2. Identify the brand values that drive purchase

Ideally, a brand strategy focuses on the brand values that drive purchase.

Focus groups can help identify a set of reasons why consumers buy your brand. However, effective brand strategies usually focus on just a few benefits. A quantitative brand image study can provide the data useful to identify which benefits have the highest impact on sales.

In the case of Bertazzoni, the brand is rich in values to choose from. But, which really drive sales, those related to Italian design, cooking heritage, product performance, price, or something else?

In quantitative studies, managing questionnaire length is a requirement to maintain the quality of responses. Conducting focus groups before a survey can help ensure valuable questionnaire time explores issues most important for the brand. For Bertazzoni, the focus group identified which values to ask about in the survey, and the survey results helped identify which values are most closely linked to sales.

3. Identify the brand or product characteristics that inhibit growth

Focus groups among customers and non-customers allow in-depth probing about topics such as the product experience and likelihood to purchase or re-purchase. Quantitative brand image studies help identify which factors most impact trial, loyalty, and re-purchase. In the case of Bertazzoni, both research studies provided useful input for setting priorities in areas such as customer service and product development.

4. Map the sales process and identify a brand’s strengths and weaknesses

Focus groups can explore how a brand performs in key stages of the customer purchase process, from awareness to consideration to purchase. In the case of Bertazzoni, for the focus groups, non-customers spent several hours shopping at an appliance store for two brands assigned to them in advance. During the focus groups, we listened to their feedback and identified areas in the sales process that could be improved. We also received input that helped to focus the questions in the survey. Quantitative input helped management identify which areas at retail were most critical to address in the short term.

5. Collect data helpful for communicating the new strategy to sales and the trade

Making changes in a brand strategy requires effective communication to get key partners, such as the advertising agency, the salesforce, and the trade, on board. Presentations that include video clips from focus groups and data from a large sample of customers can be very convincing. In the case of Bertazzoni, both studies provided engaging first hand feedback from actual consumers, helping the whole organization believe in and focus on a similar set of priorities. A picture can really be worth a thousand words, and video from the focus groups proved very effective for Bertazzoni’s retail partners.  

In Summary

The Bertazzoni case study shows how brand image research can generate important insights about a brand. This type of research measures how consumers perceive a brand, whether they are loyal, why they are loyal, and how the brand relates to the competition. Brand image research may help you improve your brand strategy by allowing you to:
  1. Explore the emotional connection consumers have with your brand
  2. Identify the brand values that drive purchase
  3. Identify the brand and product characteristics that inhibit growth
  4. Map the sales process and identify a brand’s strengths and weaknesses
  5. Collect data helpful for communicating the new strategy to sales and the trade
Conducting focus groups as well as a survey requires a larger budget. However, the benefits from doing both often outweighs the extra cost. For Bertazzoni, both were key in cooking up a new strategy.

 
Dominique Romanowski, Vice President Dominique Romanowski
Vice President
MMR Strategy Group

© Copyright MMR Strategy Group, August, 2015. All rights reserved.

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Don’t Cry Over Spilled Milk: Lessons for Claim Substantiation Surveys from the NAD’s Malt-O-Meal Cereal Decision https://mmrstrategy.com/dont-cry-over-spilled-milk-lessons-for-claim-substantiation-surveys-from-the-nads-malt-o-meal-cereal-decision https://mmrstrategy.com/dont-cry-over-spilled-milk-lessons-for-claim-substantiation-surveys-from-the-nads-malt-o-meal-cereal-decision#comments Tue, 07 Jul 2015 22:38:55 +0000 https://mmrstrategy.com/?p=2946 In a recent decision, the National Advertising Division of the Better Business Bureau (NAD) recommended that the Malt-O-Meal Brands Company discontinue advertising relating to certain claims for breakfast cereals. The challenger was Post Foods. Although the two companies have since merged, the NAD decision still illustrates the importance of who to survey in claim substantiation … Read More Don’t Cry Over Spilled Milk: Lessons for Claim Substantiation Surveys from the NAD’s Malt-O-Meal Cereal Decision

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mom dino bites format

In a recent decision, the National Advertising Division of the Better Business Bureau (NAD) recommended that the Malt-O-Meal Brands Company discontinue advertising relating to certain claims for breakfast cereals. The challenger was Post Foods. Although the two companies have since merged, the NAD decision still illustrates the importance of who to survey in claim substantiation surveys, and where the interviews should be conducted.

Background for the Claim Substantiation Survey

In advertising for several of its cereals, the Malt-O-Meal Brands Company (MOM) claimed that in national taste tests, some of its cereals were preferred over the comparable Post cereals. Among other claims, MOM used substantiation surveys to support claims such as, “National Taste Test WINNER Fruity Dyno-Bites preferred over Post Fruity Pebbles” and “Malt-O-Meal Dyno-Bites Cereal Preferred Over Post Pebbles Cereal.” The claims in question were used on packaging, and on television, Internet and point-of-purchase advertising.

 

Post challenged the claims, maintaining that, (among other issues) the preference claims were unsupported, despite MOM’s substantiation survey. Post maintained that the survey did not meet industry standards for taste test superiority claim substantiation, as outlined in the American Society for Testing and Materials’ (ASTM) Guide for Sensory Claim Substantiation. Among other flaws, Post alleged that the survey did not interview the correct universe of consumers and was not conducted in the correct geography. NAD agreed with Post and recommended that MOM discontinue its national taste preference claims. Among other issues, NAD considered who was interviewed and where the survey was conducted.  

Who to Interview in Claim Substantiation Surveys?

When it comes to research in support of claims about product performance, typically, interviews focus on the user. For preference or liking claims, the ASTM Guide states in paragraph 5.1.1 that, “Hedonic (liking and preference) claims should always apply to the user population.”

 

Post objected to the test methodology used to support MOM’s claims, saying that results did not accurately reflect the demographics of those who consume the product. MOM’s taste preference claims involved brands such as Fruity and Cocoa Dyno-Bites, Fruity and Cocoa Pebbles, Honey Buzzers and Honey Comb. The taste test interviewed men and women between the ages of 30 and 64 years old. Post claimed that consumers under the age of 35 make up a large percentage of users, between 38% and 82%, depending on the brand. NAD agreed with Post and found that the survey sampled the population to whom the ad was targeted and not the population that uses the products.

 

What could MOM have done differently? They could have included younger users in their survey. Young adults are easily recruited in mall for research such as taste tests and there are companies specialized in recruiting teens and tweens. While the costs might be higher to survey a younger audience, it is usually feasible to recruit enough respondents.

 

Is there a scenario where MOM may not have had to survey younger users? MOM might have changed the claim to one that would say, “Shoppers prefer Cocoa Dyno-Bites over Post Cocoa Pebbles”? Perhaps in that case, the substantiation survey could have been conducted among a universe of shoppers of relevant cereals. If a large percentage of this universe is older, such as between 30 and 64 years old, this would possibly have lessened the need to interview younger consumers. While this alternative claim may have been more or less impactful with consumers, the phrasing for this new claim might have been closer to the actual survey that was conducted.

 

For some types of litigation surveys, shoppers instead of users are the appropriate universe. For example, for likelihood of confusion surveys, research often measures confusion between brands or packaging and involves actual and potential purchasers seeing products or advertising. In that case, shoppers may be among the target audience.

Where to Conduct Claim Substantiation Surveys?

When it comes to surveys to substantiate preference claims, it is important to consider the scope of the claim and the geographic distribution of the target sample. The ASTM Guide states in paragraphs 5.2.8.1 and 5.2.8.2 that preference may vary by region. When geography is relevant to a claim, it says, “A national claim should be based on a sample representing major geographic regions (North, East, Midwest, South, West, etc.). A minimum of two markets in each of the four regions should be included.”

 

Post objected to MOM’s test methodology because in the Northeast, MOM conducted the claim substantiation survey in only one market, rather than two. NAD agreed. It stated that MOM’s claims were based on a national taste test, referring to the preferences of the overall population of all sweetened breakfast cereal consumers and that the Northeast should have been represented by two markets.

 

Might claims research be run in fewer regions or markets? This could be the case if the scope of the claim is regional or if product usage is regional. However, when it comes to product usage, it is important to consider the users of the category, not of a specific brand. In this case, MOM explained that for their survey, using one market in the Northeast was appropriate given the lower distribution of their product in that region. However, in NAD’s opinion, the survey geography should have included two markets in the Northeast to represent the preferences of the population of category consumers, not just MOM cereal users.

 

What if the Who and Where of Users are Unknown?

This case illustrates that in claim substantiation research surveys, the demographics and geographical distribution of users is important. Large consumer goods companies, such as MOM and Post, often have detailed information about user demographics, which they may use for marketing.

 

What about the company that wants to do research to support claims in a product category where user demographics are not readily available? How would they know who and where to survey?

 

One way is to use an Omnibus study. This is a quantitative study where questions on many subjects are asked at the same time among a panel of respondents with a demographic profile representative of the U.S. population.

 

Let’s say you wanted to do claims research with users of sunscreen but don’t know their age or geographic breakdown. In the Omnibus study you could ask respondents if they use sunscreen. Results would include a profile of respondents answering yes they use sunscreen, including information such as their age, gender, income, and geography. This might indicate who and where to conduct your claims survey.

 

This NAD decision provides insight about the importance of selecting who and where to survey for claim substantiation research. The decision illustrates how the survey universe should reflect users along key demographics such as age, gender, and geography. There must be a good reason for leaving out a key group, or you might find yourself with the survey equivalent of crying over spilled milk!

 
Dominique Romanowski, Vice President Dominique Romanowski
Vice President
MMR Strategy Group

© Copyright MMR Strategy Group, August, 2015. All rights reserved.

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[Update] Comparing Online Survey Platforms: Survata vs Google Consumer Surveys https://mmrstrategy.com/update-comparing-online-survey-platforms-survata-vs-google-consumer-surveys https://mmrstrategy.com/update-comparing-online-survey-platforms-survata-vs-google-consumer-surveys#comments Fri, 06 Dec 2013 12:14:30 +0000 https://mmrstrategy.com/?p=931 Way back in August 2012, I wrote about two online survey platforms: Survata and Google Consumer Surveys. At the time, Survata had just launched, and Google Consumer surveys had added additional functionality. I’ve caught up with executives at both survey platforms; this post brings you the latest updates on these two online survey solutions.   … Read More [Update] Comparing Online Survey Platforms: Survata vs Google Consumer Surveys

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Google vs Survata

Way back in August 2012, I wrote about two online survey platforms: Survata and Google Consumer Surveys. At the time, Survata had just launched, and Google Consumer surveys had added additional functionality. I’ve caught up with executives at both survey platforms; this post brings you the latest updates on these two online survey solutions.   Although it is never easy to compete with Google, we still believe both Survata and Google have interesting offerings. The market for online surveys is large enough that more than one company will likely survive. Depending on what your online survey involves, both of these companies may provide an interesting offering for programming and conducting interviews online. They both have limitations for their survey platforms, and any survey programmed on Survata or Google Consumer Surveys needs to fit within those limitations.  

How they conduct online surveys

Survata and Google Consumer Surveys use similar models for research. Online consumers can access premium content on publisher sites in exchange for answering research questions. Companies pay Survata or Google to gather data, and Survata or Google pay publishers for the content.  

A high-level comparison of survey platforms

  • Number of questions: Google now offers up to ten questions per respondent, while Survata can run up to six consecutive questions per respondent. They both can provide cross tab analysis.
  •  
  • Cost: The companies are on equal footing with price – next to nothing to get started. They have no minimum survey cost and depending on the scope of the project, prices can be upwards of $2,000.
  •  
  • Quality of data: Both companies stand behind the quality and reliability of their data. Google claims that it owns the data and has been using it for years to target advertising campaigns. To learn about Google’s pursuit of industry-leading quality data, click here. Survata buys data from multiple sources, yet age and gender are self reported. Survata says it is building its business on the quality of its data and does perpetual validation of data through techniques such as looking at response speed and adding trap questions.
  Google’s obvious strength with this service is that it is Google. Google serves up a lot of content where their surveys can appear worldwide. Based on Google’s history with other products and services, we’d expect that their online survey platform will continue to improve over time.   While we doubt Survata will ever be the 800 pound gorilla, it offers a significant alternative for those that want a more hands on service. Perhaps their most attractive selling point is that a trained survey analyst reviews every question and offers free advice. This “aided self-serve” approach is designed to allow clients to get the most of out the data. In addition, Survata now serves international English speakers in Canada, Australia, the UK, Germany, Italy, France, and Spain.   Google Consumer Surveys or Survata? Why not try them both out and decide. To get you started, MMR Strategy readers can access a valuable coupon from Survata.

 
Dominique Romanowski, Vice President Dominique Romanowski
Vice President
MMR Strategy Group

© Copyright MMR Strategy Group, August, 2015. All rights reserved.

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How Research Can Improve Customer Satisfaction and Loyalty https://mmrstrategy.com/how-research-can-improve-customer-satisfaction-and-loyalty https://mmrstrategy.com/how-research-can-improve-customer-satisfaction-and-loyalty#comments Thu, 24 Jan 2013 05:49:11 +0000 https://mmrstrategy.com/?p=999 Do you wish that your customer retention research gave you more specific insight into how to increase customer satisfaction and loyalty, even among the most profitable customers?   Here are a few ways to get the most out of your research and encourage your customers to keep coming back for more!   Understanding overall drivers … Read More How Research Can Improve Customer Satisfaction and Loyalty

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Do you wish that your customer retention research gave you more specific insight into how to increase customer satisfaction and loyalty, even among the most profitable customers?

 
Here are a few ways to get the most out of your research and encourage your customers to keep coming back for more!

 

Understanding overall drivers of customer loyalty
To understand the overall drivers of customer loyalty, retention research should include both current customers and lapsed customers. Lapsed customers are often hard to reach but the investment is necessary.

 
Current customers are by definition positive about the brand or product. Their input alone is not enough to understand the key drivers of loyalty. Talking to lapsed customers helps identify the elements of your product or service that cause switching. Looking at the difference in results between current and lapsed customers is key to identifying where to focus resources to improve loyalty. For example, do changes need to be made in your product, service, or price?

 
Perhaps the issue is not your product or service. Looking at differences in demographics, behaviors, and attitudes between current and lapsed customers may reveal that lapsed users have lower income, are very price sensitive, are not benefit driven, and shop frequently. There may be nothing wrong with your product or service. Your sales force may be targeting and recruiting the wrong customers, customers who are by nature not likely to stay with your brand.

 
Understanding loyalty among the most profitable customers
The research, if designed properly, can help you identify how to increase loyalty among your most profitable customers. By talking to customer segments most important to the business, results can indicate how differentiated products, marketing, or services can improve loyalty with the most profitable customers.

 
For example, prior to the research, identify your high, medium, and low value customers. Make sure the research includes a sample of all three groups. Design the survey to help you understand if there are differences in levels of satisfaction, where, and why. You may choose to map the customer experience through customer journey mapping. This will identify where and what improvements would make the largest difference in loyalty among the highest value customer. Management can then allocate resources to retain the most profitable customers.

 
Or, prior to the research, identify your new, medium tenure, and longer tenure customers. Include a sample of all three groups. Compare satisfaction between groups. Use the research to find out when the level of satisfaction is the lowest and the likelihood of switching the highest and why. Educate your marketing and sales team to identify critical moments in a customer life cycle and when to commit more resources to which activities.

 
If the research results show that long tenure customers are less satisfied, additional data might reveal these customers to have higher income, buy your product or services with greater frequency, and do not feel like they are valued by the company. Losing these customers can have a negative impact on your bottom line. Results may also show longer tenure customers are more demanding, expect higher service levels or more discounts in reward for loyalty. Perhaps they get frustrated about poor response time when they call with a problem. This information can be very useful to map out a specific action plan to improve satisfaction of your most profitable segment.

 
When doing your next customer retention research, think and plan carefully about which customers you want to talk to. Make sure the research is designed to look at specific segments, identify differences in satisfaction, and understand differences in attitudes and behaviors. This way, the results will generate actionable insights that lead to more profitable ways to improve customer loyalty and retention.

Dominique Romanowski, Vice President
Dominique Romanowski
Vice President
MMR Strategy Group

© Copyright MMR Strategy Group, May, 2012. All rights reserved.

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Comparing Online Consumer Surveys: Survata vs Google Consumer Surveys https://mmrstrategy.com/comparing-online-consumer-surveys-survata-vs-google-consumer-surveys https://mmrstrategy.com/comparing-online-consumer-surveys-survata-vs-google-consumer-surveys#comments Wed, 29 Aug 2012 09:33:40 +0000 https://mmrstrategy.com/?p=1022 Survata, a Silicon Valley start up, just launched a research service competitive with Google Consumer Surveys. I recently talked with one of the co-founders, Chris Kelley, about how his services compare with  Google Consumer Surveys.   Although it is never easy to compete with Google, we believe Survata has an interesting service. We also believe … Read More Comparing Online Consumer Surveys: Survata vs Google Consumer Surveys

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How Survata compares with Google Consumer Surveys

Survata, a Silicon Valley start up, just launched a research service competitive with Google Consumer Surveys. I recently talked with one of the co-founders, Chris Kelley, about how his services compare with  Google Consumer Surveys.

 

Although it is never easy to compete with Google, we believe Survata has an interesting service. We also believe the market for online research services is large enough that more than one company will likely survive, and we believe Survata has provided an interesting offering.

 

What is Survata?

Chris started Survata with his friend Aaron Wenger, and it was seed funded just four months ago by Y Combinator, a prestigious and interesting startup incubator in Mountain View, CA.

 

Survata and Google Consumer Surveys use similar models for research. Online consumers can access premium content on publisher sites in exchange for answering research questions. Companies pay Survata or Google to gather data, while Survata or Google pay publishers for the information.

 

Although similar, Survata says its services provide an improvement over what Google offers because:

  • Survata offers more questions. Survata can run up to four consecutive questions to the same respondent, which allows for cross tab analysis. Google only asks one question per respondent, or two questions if the first is a qualifying question.
  • Survata argues that its data sources are more reliable. Survata buys data from about six different companies in order to identify demographic characteristics such as gender, geography, income and age. Google Surveys gets its data from one source, Double Click, and much of the information is inferred from site usage and IP address.
  • Survata has a lower minimum cost. The minimum project cost with Survata is $10, while Google Consumer Surveys has a $100 minimum.

 

How can you learn more about Survata and Google Consumer Surveys?

 

The Survata website is clean and well laid out. In a future post I will try both Survata and Google Consumer Surveys, and report back what I find out. Meanwhile, to learn more about Google Consumers Surveys, you can read my post.

 

You can also visit Survata or Google Consumer Surveys. While both sites provide lots of resources to help you learn more, Chris says you can ping him any time with questions about Survata at chris@survata.com.

 

One final offer from Survata. Want to save a bit of money? MMR Strategy readers can access a $30 coupon to Survata. Click here for coupon.

 

Dominique Romanowski, Vice President
Dominique Romanowski
Vice President
MMR Strategy Group

© Copyright MMR Strategy Group, May, 2012. All rights reserved.

 

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]]> https://mmrstrategy.com/comparing-online-consumer-surveys-survata-vs-google-consumer-surveys/feed 0 Why (and When) We Like Google Consumer Surveys https://mmrstrategy.com/why-and-when-we-like-google-consumer-surveys https://mmrstrategy.com/why-and-when-we-like-google-consumer-surveys#comments Tue, 28 Aug 2012 09:49:19 +0000 https://mmrstrategy.com/?p=1029 Advances in technology have helped market research evolve, and provided companies with faster access to better information about consumers. Google Consumer Surveys is a new tool that can provide managers with an easy to use, inexpensive source of consumer feedback to help decision making. While not a substitute for more traditional research, there are times … Read More Why (and When) We Like Google Consumer Surveys

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Advances in technology have helped market research evolve, and provided companies with faster access to better information about consumers. Google Consumer Surveys is a new tool that can provide managers with an easy to use, inexpensive source of consumer feedback to help decision making. While not a substitute for more traditional research, there are times it can be useful.

 

Google Consumer Surveys was created as an alternative to online walls requiring payment to access content. Instead, readers see a teaser, and publishers allow consumers to access the content once they answer a survey question. Google pays publishers for each survey response and researchers pay Google for the information. Visit the Google Consumer Surveys home page to learn more.

 

Google Consumer Surveys as a research tool has a number of limitations, such as:

  • Only 2 questions are allowed per respondent.
  • Questionnaire format and length is limited.
  • Demographic information is inferred by IP address and browsing behavior.
  • Data can be cross-tabulated by demographic information only.

 

Managers familiar with research will weigh these limitations against the information they need for the decision they need to make. Depending on the issue, the best option just might be Google Consumer Surveys.

How can Google Consumer Surveys Be Useful?

Here are a few examples of how you might use Google Consumer Surveys.

  • Say a company in the travel industry was considering entry into a new market segment requiring a large capital investment. At the idea stage, Google Consumer Surveys could be used to explore general feasibility and collect information about purchase incidence or brand awareness in the new segment.If results were positive, more resources would likely be allocated for a traditional concept test to generate the data needed to build a market sizing model and estimate demand among current and potential users before making a final go/no go decision.
  • Say a company in the traditional paper coupon business wanted to understand the impact of online competition. To better understand the magnitude of the threat, Google Consumer Surveys could be used to compare usage between the two media, even over time. If results showed online usage to be high, management might conduct usage and attitude (U&A) research to understand customer needs, the strengths and weaknesses of the online offer and how to improve its own services.
  • Say a snack food company had many product ideas, but had enough resources to develop only a few of them. Google Consumer Surveys could be used to generate some rough initial data that could be used to compare the appeal of all the concepts. Based on results, only the concepts with the highest potential would then go into full concept testing to measure diagnostics and consumer preferences.
  • Say an appliance company was facing a competitor that just launched a new product with revolutionary technology. Google Consumer Surveys could measure if the consumer associates the new technology with higher performance.

 

Results might lead management to run a market segmentation study to understand which consumers to target with their technology, how to position their brand and how to develop a differentiated but competitive line of products.

 

Why We Like Google Consumer Surveys

This post provides just a few examples of how Google Consumer Surveys can be useful. This quick and inexpensive research tool is far from perfect. As you can see from these examples, we believe that it will be most useful when combined with traditional methods that can provide more breadth, flexibility, and rigor.

 

All that said, we believe Google has developed a useful research tool that will serve a specific need and is here to stay. Watch this video to learn more about Google Consumer Surveys. Read how Google validated their methodology in their white paper comparing Google survey results to traditional online panel results.

 

Dominique Romanowski, Vice President
Dominique Romanowski
Vice President
MMR Strategy Group

© Copyright MMR Strategy Group, May, 2012. All rights reserved.

 

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]]> https://mmrstrategy.com/why-and-when-we-like-google-consumer-surveys/feed 0 Developing Actionable Marketing Research https://mmrstrategy.com/developing-actionable-marketing-research https://mmrstrategy.com/developing-actionable-marketing-research#comments Thu, 23 Aug 2012 10:59:30 +0000 https://mmrstrategy.com/?p=1046 In many companies, research is the responsibility of a department which is often called “Consumer Insights”, and used to be called “Marketing Research”. Typically, this arrangement exists because Consumer Insights has training and experience in research, and staff in Consumer Insights is comfortable with the language, methods, and statistics of research.   The problem is … Read More Developing Actionable Marketing Research

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In many companies, research is the responsibility of a department which is often called “Consumer Insights”, and used to be called “Marketing Research”. Typically, this arrangement exists because Consumer Insights has training and experience in research, and staff in Consumer Insights is comfortable with the language, methods, and statistics of research.

 
The problem is that Consumer Insights is responsible for gathering marketplace information, but they typically don’t own the business problem, which is the responsibility of other functions, such as Sales, Marketing, or Customer Service.

 
Think about this for a minute. Consumer Insights is asked to provide information to solve a business issue or problem, but the issue or problem is owned somewhere else. Too often, we see companies miss opportunities to improve their research, because the functions designing and executing the research do not have a complete picture of all the business issues.

 

What does it take to develop good marketing research?

Good marketing research answers business questions, and it can only be developed if certain research questions are asked and answered before the research is undertaken, such as these:

 

  1. Why do we need to gather information?
  2. What type of information do we need?
  3. What will be done with the information? Who will use it?
  4. What are the best ways to communicate the results? How do our clients learn?

 

When these types of questions are not addressed up front, it may be the case that the owners of the business issues don’t put in enough effort to explain, or it may be that Consumer Insights doesn’t put in enough effort to understand.

 

When this happens, clients may find that their research project has provided data but no real insight. They may also feel that there are lots of data and tons of charts, but little that is actionable.

 

What is it about the research process that causes this to happen? When these types of questions are not asked up front, a variety of things can go wrong while executing the research:

 

  1. The research project may not involve all the necessary departments in planning.
  2. Sources of existing information – such as customer complaints or salesforce anecdotes – may not be reflected in the research.
  3. Discussion guides and surveys may exclude key questions and focus too much on “landscaping” – questions that describe the market landscape but don’t ask why the information matters.
  4. The research may proceed too quickly into quantitative, or too slowly.
  5. The reporting for the research may not be consistent with how clients learn.
  6. The presentation of the material may focus on the research process rather than the business problems.

 

There are a variety of ways to make this process work better. Here is a disguised example from an MMR Strategy Usage & Attitude (U&A) study.
 

How to Plan a Better Usage & Attitude Study

One very savvy client of ours sells advertising and promotions for consumers through a business to business sales force. The head of research told us that her internal clients wanted a Usage & Attitude study to help them understand the usage of their services, measure consumer frequency and usage habits, and better meet competitive threats.

 
Through conversations with senior management, the research staff and MMR Strategy began to understand that despite all these important objectives, the most important goal was to provide the sales force with specific tools they could use in selling new clients.

 
Before the study was designed, senior management, sales management, the field sales force, and the research staff worked together to build hypotheses about:
 

  • strengths and weaknesses of their services,
  • consumer likes and dislikes about their services and competitive offerings, and
  • selling points for their products and their brand.

 

Before undertaking any quantitative research, we tested these hypotheses in focus groups with specific types of customers. From this process, we defined specific objectives for a survey questionnaire. The pre-work made it easy to develop questions that could generate useful information for the sales force.

 
Thanks to the cross functional involvement and excellent pre-planning, the results provided powerful information that the sales force could use to sell their services.
 

How can you improve your next marketing research project?

The next time you design a Usage & Attitude (U&A) study, or a tracking study, consider making a greater investment in upfront planning. Imagine how much better your study will be when your research team works more closely with functions such as product development, advertising, or sales to clarify how the organization will use the data, and what information is worth collecting.

 
Up-front planning can improve your next study in three ways:

  1. Focus Your Research on Key Issues: Spend time to understand where to focus to research. Identify the kind of information that would be most useful to improve a product, track an ad compaign, launch a new concept, segment a market or strengthen your sales efforts.
  2. Involve Other Functions: Involve other functions who can help shed light on the business issues that are inherent in any research project. This may include functions such as marketing, sales and management. Their involvement should be more than superficial, because each function should be treated as both a client and a thought partner.
  3. Consider Qual Before Quant: The up front process should allow you to set priorities across hypotheses to test in the research. Often, the up front planning results in a realization that survey research should be preceded by formal or informal qualitative research, which can help identify hypotheses to test in the research. Qual can be formal, such as focus groups, or informal, such as conversations with customers.

 

In our experience, a bit of extra investment in planning will pay off with much more powerful and actionable results.

  Dominique Romanowski
Vice President
MMR Strategy Group

© Copyright MMR Strategy Group, May, 2012. All rights reserved.

 

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