Archive for the ‘ Market Research ’ Category

Disinformation, Misinformation & Malinformation in Market Research

Information is highly valued in modern society. It appeals to our rational sense and the fundamental idea that it is essential for correct decision-making. Today, traditional information sources (media, governments, brands, and institutions) face the challenge of providing information attractively so their target can value its content within an information and content universe that finds new communicators thanks to social media. It has become very challenging for the public to identify credible content and sources for their information needs.

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Strategy Haiku No4

Time passes our goals

No matter how fast we run

Don’t run out of breath

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Strategy Haiku No3

Customer knowledge

needs real experience

to become complete

The strategic use of market research 4: time as a change process variable

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Lucy: So what proof do we have of its existence? Time gives legitimacy to its existence. Time is the only true unit of measure. It gives proof to the existence of matter. Without time, we don’t exist.
Professor Norman: Time is unity.
https://www.moviequotesandmore.com/lucy-quotes/

In the screen movie Lucy by Luc Besson (EuropaCorp, 2014) the main character interpreted by Scarlett Johansson establishes that it is through time we can realize something exists. Time is the most important variable of the human experience, it is the fundamental reference with which we give meaning to things. The experience of the consumer, of an employee, of a business man, the housewife, the professional athlete, a young millennial or the general business executive in a big city interested in acquiring the last version of the new smartphone are not so different to what happens to business and brands of any type… they all measure their experiences in relation to time… Time is the only element that allows us to see if something has changed, if it became better or worst. If we understand this, the question is: why are we not considering time as a fundamental variable in market research?

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The Strategic Use of Market Research 3: Listening to the consumer

Nan-in, a Japanese master during the Meiji era (1868-1912), received  a university professor who came to inquire about Zen.

Nan-in served tea. He poured his visitor’s cup full, and then kept on pouring.

The professor watched the overflow until he could no longer restrain himself. “It is overfull. No more will go in!”

“Like this cup,” Nan-in said, “you are full of your own opinions and speculations. How can I show you Zen unless you first empty your cup?”

 

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This Zen teaching seems quiet logic, we can not listen to the other if we are talking. A different way to look at this is that when we are talking, we can only listen to ourselves, the other one exists only as a receptor of our concerns. This Zen story applies well to the qualitative market research field when moderating a group or doing an interview, even when we interact with the consumers throughout other media like online platforms. It will be very hard for us to know what the consumer thinks and feels when we fill him/her with the questions and needs we and or our clients have. We must learn how to listen strategically.

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The strategic use of market research 2: bias in market research

The struggle of compromising with the research or with the client

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We tilt the world to have the perspective we want [The image: Tilt, a series by Brooklyn photographer Romain Laurent https://www.lostateminor.com/2013/03/11/nyc-is-tilting-off-balance/]

Market research has its origins in statistic and social research models developed in the academic field that aimed to learn the process of social dynamics occur. From sociology to statistics, moving along psychology, archetypes, linguistics and anthropology, the business world has used everything at hand to learn the consumers process and hence, benefiting from methodologies that also offer scientific support and valid information. Different to the academic environment (more focused on learning for learning sake), market research has the objective of learning about the consumer and gather the information that may allow for better decision making process. Thus, the comercial environment ads a series of demands like a fast response, lower research costs and action oriented results that have a direct effect on the research process. Some of these effects can be grouped in what nay be called «methodological bias», something that is commonly not considered in the market research field.

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The Strategic use of market research 1: Standard and Innovation

Why we don’t always get what we want when using quantitative and qualitative methodologies in market research?

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Fitting in the Gaussian Curve Taken from CristinaSpano

Society has constructed a special appreciation for that which is special, for that which is unique and different, that can be considered an «innovation» in contrast with things that seem to be standard and fall in the realm of the majority. The unique and special is seen as having the potential to attract people, it is what in business maybe be considered «revolutionary» in the market. So a usual goal would be to look for something unique that stands out from the common, that stands out from the «normal» and makes a good impact on the market. Brands and institutions frequently request market research firms to carry out a research with the objective to search for differentiating elements that may allow their brand to become more attractive in the market, or at least to maintain it’s relevance.
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Are Millennials for real, or are we making them up along the way…?

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Taken from: Millennials living at home with parents

The so called Millennials are a young generation that has received an eager interest from companies, marketing experts and publicity agencies, who believe they are the new strategy trend. Business wise, many people believe they represent the consumer world future, so learning about who they are should be a good way in trying to assure a brand may cope with them along their lives. But millennials have become a moving target, a profile that seems to mutate almost every day by information exposed in the media and worldwide lectures. So the question is, are millennials a reference generation for marketing studies and other consumer insights strategy industry, or are they something society is making up along the way?

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Deconstruction of an Insight (part 2)

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As soon as the concept of insight appeared in the market research scene, it became, a high impact element related to de delivery of highly significant information regarding consumers, brands and products. It has also been used for other purposes the¡at include sales, presentations, consulting, publicity and commercial strategy among other. The idea of insight has even permeated the open population and mass media. Up to a certain point, the actual insight offering seems closer to a consumer tangible product than to the quality of a specific service or analysis, it is, to put it in a different way, an element that has become indispensable of all research agency, but with a true impact and value still to be discovered. Because of this, we will focus on the transcendence of the insight in todays market research world.

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Deconstruction of the Insight [Part 1]

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Benedict Cumberbach and the metal process of construction of his character in Sherlock (image taken from internet http://favim.com/image/2568230/)

The insight is one of the most novelty elements in market research in the past years. Many agencies and companies use it as a bottomline in the decision making process regarding product strategy, new brand construction and media campaigns, among other. An insight provides a profound comprehension of market, consumers and brand phenomena but unfortunately many times its core value is not correctly understood and thus, used in a misleading way. In this revision of the insight I will try to demonstrate its true foundation, scope and methodological implications within todays market research environment strongly defined by the need of tangible solutions, data immediacy and strategic functionality.

 

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