What’s your gut response to the title question about eliminating Market Research Departments? Yes? No? It depends?
I am probably in the third camp. No, if it is a department that integrates and analyses information from multiple sources, and then delivers actionable insights and recommendations. Yes, if it is the traditional market research department. Let me explain.
Thanks to social media and websites, the IoT (Internet of Things) and smart products, companies are inundated with information these days. Who better than market research to help in its analysis? But in order to become this new business decision support group, new skills are required.
This research is now a few years old and the world is changing fast. A more recent study by BCG and GRBN resulted in an Invest in Insights Handbook to help organisations report on the ROI of the insights function. They found that those who measure their ROI have found a seat at the decision table, increased budgets, and more control. Those are the department objectives that the FMCG world in particular desires today, be they in a manufacturing or retail environment.
As the handbook mentions:
“Architecting a world-class Insights organization requires executive, cross-functional commitment/engagement”
To do this, they mention the following six points:
Vision & Pace
Seat-at-the-table and leadership
Functional talent blueprint
Ways of working with the Line
Impact and truth culture
The report concludes that:
“The biggest barriers to experimenting with innovation in CI are resources, both time and money. A lot of times there’ll be [a need for] an innovation project but it can’t find a home.”
This seems to suggest, at least to me, a chicken and egg situation. Resources are insufficient because the business doesn’t see the benefit of investing in market research and insight. But the Market Research Department is struggling with insufficient budget and personnel to provide the support that they should – and often could – provide.
In the GRBN report, they mention the largest barriers to the measurement of the ROI of market research and insight. These were found to be:
Difficult to do – studies are used in many different ways
Difficulty in isolating impact of consumer insights
Time lag between insight delivery and business results
The secondary concerns are:
Consumer insights distant from business decision-makers
Business objectives not clearly defined
Insufficient staff to measure
Lack of alignment on important metrics
Looking at this list, it is clear that the market research profession is in need of a significant overhaul. Most local MR associations, as well as the global ESOMAR team are all very aware of this and have set up various groups to look into it. If you want to learn more about what they are doing, check out the discussions on the topic in last year’s ESOMAR conference in Amsterdam. You can also read a short commentary from System 1. Hopefully we will see changes coming out of all those debates in the coming years.
In the meantime, I decided to propose a few ideas to get your market research and insight departments moving in the right direction, no matter where you are today.
10 Steps to Reinventing Your Market Research Department
Here are the steps that I would suggest you take, should you wish to create or optimise your market research and insights function:
Step 1: If you already have a market research or insights department, then the GRBN / BCG self-assessment tool is a great place to start – and it’s FREE! The link is: http://insightsassessment.bcg.com/ . This will clearly indicate both what stage of development you are in, and what you can do to improve. Invaluable! Then all you have to do is to prioritise the changes needed!
Step 2: Another assessment tool than can help you to better understand your customer understanding in its wider sense, is our C3C Evaluator™. Again it is FREE; the link is: https://c3centricity.com/customer-centricity-mini-quiz-2. Unlike the insight assessment tool from BCG, this evaluator tool looks at insights as the motor or foundation to adopting a customer-first strategy. As such, it considers best-practice market research and insight development as a management decision support tool. Again, after your evaluation, you get a summary of what you need to change so you can prioritise your actions.
Step 3: Review the management’s needs in terms of information – besides the financial data they are certainly already receiving. Prioritise these and choose only the major KPIs (Key Performance Indicators) to follow your business vision and strategy. For a truly customer-centric organisation these may include:
Market and category shares
Brand image and brand equity metrics
Pricing, value perceptions and CLV (Customer Lifetime Value)
Distribution and OOS (Out-Of-Stock)
Awareness of communications
Understanding and appreciation of messages
Website and social media traffic, and conversion rates
Customer retention and churn rates
Sales funnel’s level distribution
Besides measuring your chosen metrics, trends often mean more than the numbers themselves – in many markets the numbers will be going up anyway. Although I have mentioned many examples above, remember that KPIs mean the metrics you choose must be KEY to your business. Choose wisely so you don’t drown people in data and information.
Step 4: Identify which of the metrics you already gather and which you need to start collecting perhaps on a more regular basis. Then review methodologies and suppliers for providing all the information. If you already conduct regular tracking studies, they should be opened for pitch every few years, to avoid both sides becoming complacent and stale.
Step 5: Once the metrics are agreed upon, turn them into a one-page summary or dashboard. Most executives don’t have time for more than a rapid scan of information, so find ways to help them to read it. Using traffic-light colours, graphs and one-number indices all help them to quickly understand the current situation and identify any needed actions.
Step 6: In addition to data, management will also require information about the market, its customers, competitors and retailers. This can be gathered through observation and listening, whether in person or through market research qualitative studies. Read “Five rules of observation and why it’s hard to do effectively.” for more on the topic.
Step 7: Improving your data and information collection coming from market research will depend upon a solid briefing document. The brief should be developed in collaboration between the internal client and the market research department. It must include at a minimum why the information is needed, by when and why. For more on better briefing, read “Why Marketing doesn’t Always Get the Research it Needs, But Usually What it Deserves.”
Step 8: Identify how to measure the ROI of your service. The importance of a detailed brief cannot be overemphasized. It will not only allow good work to be done so the business gets the answers it needs. It also allows the measurement of its ROI. Knowing how the information will be used and the value of the decisions made from it, will go a long way towards proving its value. If this is only considered in retrospect, it is unlikely to meet with agreement from all concerned parties. Therefore these need to be discussed and included in your briefing document.
Step 9: The next step is to build a team of supporters within the organisation with whom you regularly share all the nuggets you learn from your different analyses. Beyond answering the questions for which any research was conducted, there are always additional learnings which can be invaluable to share. Unfortunately most Market Research Departments are so stretched that they spend most of their time behind their desks.
Even if it is just in the corridor, or during a coffee or lunch break, always have something interesting to share with your internal clients. This will quickly build respect and the MR team will be seen as an invaluable source of business understanding. Of course, this does mean that the department should be involved in business meetings, but this tends to naturally come when you start sharing more than market research presentations and reports.
Step 10: The final step in optimising your market research department is to start developing insights. Although I mention this last, the 7-step insight development process I suggest to my clients involves data and information gathering only at step 6. And yet this is the one thing most MR departments are seen to do.
The reason why I mention insight development last here, is because an organisation must believe in the need for a deep understanding of their customers before it can start to develop insights about them. Otherwise its market research department will remain simply a data-gathering group. For more details about the C3Centricity insight development process, read “Customer centricity is today’s business disruptor, Insights are its foundation.”
Et voila! The first ten steps that I believe will help all organisations upgrade their market research departments. If nothing else, at least try to complete the two assessment tools. They will give you a terrific start to understanding just how good – or bad – you are today!
If you need help in upgrading your market research and insight department or processes, then check out our inspiring website content, especially our training offers, and then contact me here: http://c3centricity.com/contact
I’ve just returned from a speaking invitation in Las Vegas. It was an incredible Symposium run by Sitecore and I was blown away by the importance placed on customer centricity during the whole event!
From the opening keynote by Sitecore’s new CEO Mark Frost, to the second-day keynote by Kirsten Newbold-Knipp from Gartner, everyone in this tech and data heavy conference understood that data is only as good as the use you put to it. Do you?
We are all excited by the wealth of information available to us about our customers, from the IoT as well as people’s behaviour on the internet. In fact, data gathering is no longer an issue; it is its management, analysis and above all understanding to turn it into actionable insights that is today’s challenge.
I believe that the reason most organisations today are drowning in data and thirsting for insights as I am often quoted as saying, is because they are more excited by data than people.
“Organisations are drowning in data and thirsting for insights”
And yet data usually comes from people and their acts, is analysed by people, so that businesses can have more impact on their customers’ attitude and behaviours. It is therefore vital to turn that wealth of information into actionable insights. That’s why I want to share my 7-step process for doing just that with you.
I call it CatSight™
and the acronym always causes a few giggles as I’m sure you can imagine. After all, business is a serious topic, which is why I try to find ways for us all to find reasons to laugh in all this seriousness.
I choose the name CatSight™ because I thought it is not only memorable but also has a serious relevance to what insight developers do.
Cats have an acute vision, particularly in the dark. They are good at listening because their ears turn 180 degrees. They are highly sensitive – just ask an owner how their cat reacts when they are sad or ill.
Seeing in the dark, listening skills, sensitivity and empathy for the customer are essential skills for all insight developers.
So here are my 7-steps to insight development – and note that information gathering is only step #6!
If you react to business questions by immediately running a market research project, then please read on. It could save you a lot of money and time!
Using my method, you only start spending money on running a survey in step six – and then, only if you have identified a gap in your knowledge of the situation. Many organisations don’t know what they already know and what is already available within the company that they are unaware of.
This 7-step process will save you money because you will run less research AND make better use of all the information already available within the organisation. That’s an immediate improvement in the ROI of your information gathering.
Whenever you want to develop insight, the first task is to decide on the category you want to study. At first sight, this may seem obvious, but in many cases, it isn’t as clear as you might at first think.
For instance, suppose you are looking to launch a new juice flavoured soft drink. You may think that you are competing with other juices or perhaps other soft drinks.
In working with one client in just such a situation, we actually found that their main competitor was an energy drink! The reason was that they were both seen as being for lively, fun people who needed a kick – whether from caffeine or healthy fresh ingredients with added vitamins and minerals.
If we’d only looked at other fruit flavoured soft drinks we would have missed a whole – and large – section of category consumers.
This shows the power of taking the consumers’ perspective, especially when segmenting a market. But more about that in a moment.
A = Aim
Once you know which category you should be trying to understand better, you must consider what the aim or objective of your initiative is towards the customer. Are you looking to change their attitude or behaviour? Yes, of course, these are linked, but there will be one you are trying to influence more than the other.
Then you need to translate your objective into the words of the customer, or at least a description of your objective in how it impacts the.
How can we grow the market share of Brand “A”?
This could be written as: How can we attract consumers from competitor Brand “X” who are looking for a low sugar CSD?
You will notice that the second is far more focused and will deliver more relevant results than the first.
This could be written as: Which of my customers would be most interested in my new service offer and why?
This example came from work with one of my clients in the service industry. He wanted to offer something new and was trying to identify which of his clients would be most interested in it.
When we worked together, we first ran a detailed segmentation of all potential customers for this new service. By understanding each segment in detail, we actually found that he had two and not one group to whom he should be selling his basic service to. One of these groups could also be exactly interested in this new offer. Talk about leaving money on the table – he almost doubled his business overnight!
T = Target
There are many different pieces of information that make up a complete knowledge of your customers. This takes time to complete, but there are hree main areaas which I suggest to at least get basic information on:
1. First thing you need to segment all category users and then choose the most attractive one.
For this one of the simplest tools to work with is the BCG matrix. I say that because it works just as well with observed facts as it does with complex measured and weighted data.
2. Next you need to develop a customer image or persona.
We use the 4W™ Template as you know, because it reminds users to find out the who, what where and why. That way no area if forgotten.
3. The third tool we use to better understand our customers deeply, is their journey map.
This can be as simple or as complex as you like too. However I would suggest adding the emotional state of the customer at each stage, as this provides valuable information concerning pain points. These steps are obviously the ones you want to solve for your customer as a priority.
These three tools will provide you with a great foundation on which you can build both your understanding and insight development. Do you have others which you regularly use? If so, then please suggest them in the comments below.
Ready to go deeper into these first three steps that most organisations forget? Book an online training or an in-house 1-Day Catalyst Session for your whole team in November and get a 20% discount.
S = Supporters
No-one is an island and this goes whether you are an executive, solopreneur or corporate slave. If you work in a business, then I advise you to get out from behind your desk and talk to people in other departments. We can sometimes get so tied up in our work that we never take time to understand the wider corporation in which we work. We live on our floor, take coffee and lunch with fellow employees and never learn much news that we didn’t know already.
by making a habit to speak with your colleagues from other departments and floors, will open you to a deeper understanding of your organisation. It will give you an advantage over your colleagues in knowing what’s going on in other groups and will enable you to gather information you would be unlikely to get otherwise.
If you are a solopreneur, meetings others on a regular basis becomes even more vital. It provides you with some fresh thinking and perspectives, a friendly ear to discuss business with and a change of air for an hour or two. I try to meet up with someone for coffee or lunch at least three or four times a week when i`’m not traveling.
Getting supporters is vital to the success of both projects and business in general, so make a habit of widening your professional circle anyway you can/
I = Intimacy
Even if you have a detailed persona of your target customers – you do don’t you? – nothing beats getting intimate with them. Not only does this bring your data and information to life, but you may also learn new things about your customers.
You can do this by simply listening into your care centre calls or by serving in your retail outlets if you have them.
But you can also accompany a researcher while interviewing or organise customer connection sessions. If you are interested in organising these events designed specifically for getting closer to your customers then I suggest you read “Why customers are the answer to all your problems”
G = Gap Filling
As I’ve already mentioned, when a business wants to know their customers better they immediately think of running a market research project. Don’t do this!
Save yourself time and money by first reviewing everything your organisation already knows. Identify any gaps and only then run a survey. You will be amazed how this simple habit can save you tens of thousands every year.
HT = Human Truth
A human truth is a
“Fact of human attitudes & behaviour, based on fundamental human values & beliefs.”
It is vital to insight development since it is needs based and emotional resonant. It is a powerful and compelling statement that is rooted in basic human values, which is why it is valid for all your customers, wherever in the world they live.
Some simple examples are:
Parents want to protect their children so they grow up happy and healthy.
Men and women want to find love.
People want to feel good about their choices. (be better than their peers?)
These human truths are the basis of many of the well-known brands such as Omo / Persil, Nido, Axe / Lynx, Dulux, Heineken. When you are next watching an ad break on television, it is fun to try and identify the human truths on which they are based. The more clearly identifiable they are the better the ad will resonate with its customers.
I also suggest using this as a fun exercise in a brainstorming or other meeting of marketers in particular.
An Offer You Can’t Refuse!
So there you have it, the 7-step process I call CatSight™ which practically guarantees an insight every time you use it.
Why not try it yourself next time you are trying to work through a marketing challenge?
If you like this process and would like to learn even more details about it, then we offer two solutions:
An online course of videos and workbooks to take you through every step in detail.
An in-person training in your own office. This is particularly cost-effective when you are upgrading the skills of your entire team.
For either one, we are offering a 20% discount during November, to help you assign any remaining budget before you lose it at year-end! (I’ve been there too so I understand your situation very well) Just contact us and book your session; you can even plan it early in the New Year if you prefer. As long as you pay this year, we will accord the 20% discount. How’s that for an early Christmas present?