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Presentation by Leonard Murphy of GreenBook on Architecting Market Research for the Future. Includes findings of the GRIT Winter 2011 Study.
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RIDING THE CHANGE WAVE: ARCHITECTING MARKET
RESEARCH FOR THE FUTURE
“RESEARCHERS MUST MAKE THE JOURNEY TO BECOME CONSULTANTS. THE JOURNEY REQUIRES A SHIFT IN HOW
RESEARCHERS DEFINE THEIR PURPOSE, IN WHAT THEY PROVIDE THEIR CLIENTS, IN HOW THEY DEFINE VALUE, IN HOW THEY WORK, AND IN THEIR ABILITY TO INFLUENCE
PEOPLE.
THE FUTURE ROLE OF MARKET RESEARCHERS CAN BE BOILED DOWN TO FOUR HEADLINES:
1) CONSULT, 2) SYNTHESIZE, 3) TELL A STORY, 4) TAKE A STAND.”
From New Roles for Marketing Researchers, S. Chadwick and I. Lewis. Leading Edge Marketing Research, Sage Publishing. Publishing Date Nov 2011
THE JOURNEY BEGINS…
“If you focus on consumer insights, you will develop consumerist strategies, but if you focus on understanding the human condition, then you will understand people’s lives in totality and, therefore, probably have a much better chance of coming up with breakthrough ideas.”
Stan Sthanunathan, Vice President,Marketing Strategy & Insights,The Coca-Cola Company
THE CLIENT HAS SPOKEN“Research has become a game of connecting the dots, thinking like a consultant and being able to pull all kinds of disparate information together to tell a story that will grow the business. The skills and expertise required for the role today make staffing for success difficult. There’s enormous pressure to evolve the function into something much more than it was historically. Social analytics is where we’re moving, and data analytics will be the research currency of tomorrow.”
Michelle AdamsHead of Shopper InsightsPepsiCo
All quotes were collected from public sources.
DRIVERS OF CHANGE
Market Research Suppliers
New competitors: Marketing Agencies,
BI Tech, DIY, SM
Client demands: ROI, Integration, Implications &
Outcomes
Consumers: Engagement,
Socialization, Fun, Rewards
Technology: SM, Mobile, Converged
Lifestyle
Economics: Cheaper, Faster, Better
Human Capital: Changing skill sets
ONLINE PARADIGM SHIFTS TO MOBILE
THE MOBILE DRIVEN DATA ECONOMY
AN INDUSTRY IN TRANSITION
Traditional Business Model
for MR
• Data ponds• Methodological rigor• Objective Reporting• Low touch• Production models• Slow to adapt to technology• Process vs. People• Market focus
Transition Model
• Data Rivers• Methodologically curious• Narratives & Implications• High touch• Deep partnerships• Embracing technology• People vs. Process• Regional focus
Future Model
• Data Oceans• Methodologically agnostic• Narratives, Implications &
Outcomes• High touch• Integration with client orgs• Leading technology• People-driven • Glocal focus
Almost 60% of Client Research VPs expect major transformation by 2020*
70% of whom expect this to be evident by 2015
*38% among total respondents (N=160)Source: Cambiar Future of Research Study, 2011
DON’T TAKE MY WORD ON IT
SURVEY SAYS!
Fall ’11Summer
2011Fall’10
Spring’10
2009 2008 2007 2006 2005 2004 2003
Base: (818) (1008) (673) (875) (512) (284) (366) (600) (336) (720) (431)
Full-service providers
50% 43% 41% 48% 43% 46% 43% 43% 50% 44% 36%
Research consultancy
18% 23% 26% 21% 26% 24% 21% 15% 13% 12% 14%
Academic/non-profit/medical
1% 3% 14% 2% 4% 4% 7% 7% 7% 7% 18%
Data Collection (Quant/Qual)
12% 9% 10% 10% 14% 13% 15% 20% 18% 5% 6%
Research client/buyer
15% 16% 6% 17% 11% 10% 11% 12% 9% 18% 22%
Advertising agency
3% 3% 3% 3% 4% 3% 3% 3% 4% 4% 5%
THE GREENBOOK RESEARCH INDUSTRY TRENDS STUDY
IS IT REALLY CHANGE WE CAN BELIEVE IN?
Note: Among research buyers (n=149) and research suppliers (n=669).
These things threaten our industry and my job.
I see these changes as much more threat than opportunity
I see more threat than opportunity
I see equal measures of threat and opportunity
I see more opportunity than threat
I see much more opportunity than threat
I'm excited for my future and can't wait.
0% 10% 20% 30% 40%
1%
3%
3%
27%
27%
23%
16%
0%
0%
1%
7%
38%
34%
20%
Research buyer or client Research provider or supplier
Note: Among research buyers (n=95) and research suppliers (n=470).
Very little
Some
Quite a bit
A lot
Tremendous
0% 5% 10% 15% 20% 25% 30% 35%
4%
26%
32%
32%
6%
4%
32%
31%
30%
3%
Research buyer or client Research provider or supplier
PERCEIVED THREATS & OPPORTUNITIES
Companies doing their own
research/in house research/DIY
surveys
Online techniques replacing humans
Social media monitoring/mining social media
comments instead of actual
researchMore focus on faster research
alternatives/approaches
Lack of skills to compete
effectively
Lack of budget/limited
funding/cost cutting
Research becoming a low
cost commodity/more focus on low cost
possibilitiesInnovative/new methodologies
Mobile research applications
Social media research
Neuromarketing
Measuring real responses
More data to analyze
Customer centered solutions
IMPORTANCE OF FACTORS IN SELECTING SUPPLIERS
Company owns its own research panel
Uses the latest statistical/analytical packages
Also does qualitative/quantitative research
Uses the latest data collection technology
Company is financially stable
Uses sophisticated collectionresearch technology/collection strategies
Offers unique methodology or approach
Lowest price
Understands new consumer communication channels & technologies
Length of experience/time in business
Provides data analysis services
Consultation on best practices and methodology effectiveness
Breadth of experience in the target segment
Provides highest data quality
Flexibility on changing project parameters
High quality analysis
Good reputation in the industry
Familiarity with the industry or category
Rapid response to requests
Previous experience with client/supplier
Familiarity with client needs
Has knowledgeable staff
Completes research in an agreed-upon time
Good relationship with client/supplier
Listens well and understands client needs
0% 100%
20%
31%
32%
41%
45%
48%
49%
50%
52%
62%
66%
68%
75%
77%
78%
81%
81%
82%
88%
88%
89%
90%
90%
92%
93%
Quantitative Research
0% 100%
17%
19%
33%
32%
41%
34%
51%
42%
53%
69%
48%
68%
81%
76%
84%
81%
82%
85%
87%
86%
90%
86%
89%
90%
92%
Qualitative Research
Note: Among Quantitative Research (n=726) and Qualitative Supplier research suppliers (n=700).
DEMAND FOR A NEW BUSINESS MODEL
“Market research is in transition. Clients want more meaningful insights to create new growth opportunities.”
MR FIRMS ARE ALREADY SHIFTING
25%
35%
39%
Research Providers/ Suppliers
TraditionalBusiness ConsultantStrategic Insights
Note: Among research suppliers (n=268).
THE BIGGEST GROWTH AREAS IN MARKET RESEARCH
Industry Transition
From To
Questioning Discussing
Asking Observing
Data (collection) Insight (analysis)
Insight Foresight
“The Big Survey” “Data Streams”
Rational Emotional
Geographically Fixed Mobile
Quarterly Trackers MROCs
Explore-Create-Test-Launch Co-create
Siloed Converged
CHARACTERISTICS OF THE METHODOLOGICAL SHIFT
WHAT EMERGING TECHNIQUES ARE BEING USED TODAY?
None of these
Gamification methods
Facial analysis
Biometric Response
Mobile Qualitative
Apps' based research
Crowdsourcing
Mobile Ethnography
Prediction Markets
Visualization Analytics
NeuroMarketing
Virtual Environments
Webcam-Based Interviews
Text Analytics
Mobile Surveys
Eye Tracking
Social Media Analytics
Online Communities
0% 5% 10% 15% 20% 25% 30% 35% 40%
31%
6%
6%
5%
13%
11%
8%
14%
10%
8%
4%
7%
19%
21%
24%
15%
27%
33%
28%
3%
4%
5%
5%
6%
7%
7%
7%
7%
11%
11%
12%
16%
17%
27%
30%
36%
Research buyer or client
Research provider or supplier
Note: Among research buyers (n=149) and research suppliers (n=669).
WHAT EMERGING RESEARCH TECHNIQUES WILL BE USED IN 2012?
Facial analysis
NeuroMarketing
Gamification methods
Biometric Response
Prediction Markets
Visualization Analytics
Crowdsourcing
Virtual Environments
Eye Tracking
Mobile Ethnography
Mobile Qualitative
Apps' based research
Webcam-Based Interviews
Text Analytics
Mobile Surveys
Social Media Analytics
Online Communities
0% 10% 20% 30% 40% 50% 60% 70%
13%
11%
25%
10%
21%
24%
24%
22%
21%
43%
46%
40%
46%
45%
64%
59%
64%
9%
11%
11%
13%
16%
17%
19%
23%
31%
31%
31%
32%
35%
43%
53%
66%
66%
Research buyer or client
Research provider or supplier
Note: Among research buyers (n=149) and research suppliers (n=669).
THE RESEARCHER OF THE FUTURE: RECRUITING FOR FUTURE GROWTH
Client researchers and suppliers have developed as project managers, becoming
more proficient at managing projects as their careers developed. The river concept offers a paradigm shift in which researchers will need
to become synthesizers. This will require substantial training, rewriting of job
descriptions, and reevaluating hiring criteria.
The Shape of Marketing Research in 2021JAR March 2011Micu, Dedeker, Lewis, Moran, Netzer, Plummer and Rubinson
EMERGING RESEARCH MANAGER ROLE
What are the emerging responsibilities?
What are the emerging success factors?
• Understand specific business needs of client and other business functions
• Mine information sources
• Supplement information sources with research studies if needed
• Synthesize information, identify insights and recommend actions
• Communicate and follow-up to create business impact
• Business knowledge
• Consulting skills
• Understanding of wide range of
information sources
• Ability to synthesize from a wide range of information sources
• Storytelling skills
From New Roles for Marketing Researchers, S. Chadwick and I. Lewis. Leading Edge Marketing Research, Sage Publishing. Publishing Date Nov 2011
Role: to leverage a wide range of information sources in order to drive business impact
NEW SKILLS FOR A NEW ERA
ANTHROPOLOGIST
FUTURIST
JOURNALIST
CONSULTANT
ANALYST
STRATEGIST
The Researcher of Today
The Researcher of the Future
Storytellers
Methodologically agnostic
Synthesizers
Consultants
Data reporters
Narrowly focused
Service Providers
WHAT ARE THE SKILLS FOR SUCCESS?
CONSULTING AND STORYTELLING ARE TOP TRAINING NEEDS
Innovative research methodologies
Developing rich insights
Synthesis of info from multiple sources
Influencing skills
Storytelling and other impactful presentation skills
Consulting skills
31
36
38
40
54
63
% Rate as Top 3 Training Need Among 9 Needs plus “other”
71% large depts.
62% VP+, 61% large dept.
49% large dept.
54% Analyst
53% < 5 yrs in MR
Source: Cambiar Future of Research Study, 2011
THE TYPES OF ROLES GRIT RESPONDENTS EXPECT TO HIRE
Total Client Suppliers Gap
Base: (1008) (209) (799) +/-
% % %
More social media experts 53% 53% 54% -1%
More marketing strategists 46% 54% 43% 9%
More data integration experts 40% 45% 38% 7%
More experts in the mechanics and technologies of data collection 39% 28% 42% -14%
More business strategists 32% 41% 30% 11%
More bilingual (or poly-lingual) employees 30% 21% 32% -9%
More sociologists or anthropologists 23% 14% 25% -11%
More process (i.e., supply chain) strategists 10% 10% 11% -1%
More field interviewers 7% 4% 8% -4%
Other 11% 9% 12% -3%
None of these/ No new skills 8% 7% 8% -1%
THE RESEARCHERS OF THE FUTURE WILL BE:
ARCHITECTING THE MARKET RESEARCH FIRM OF THE FUTURE
Telephone & web-based survey research declines dramatically.
Surveys become much shorter.
Target demographic panels become highly valued as participation rates drop.
Listening, as defined by real-time social media monitoring and MROCs, flourishes.
Research becomes more mobile, geography and time focused.
As more is discovered about our emotion-based decisions, the industry begins to focus more on emotional measurement (projective techniques, eye tracking, facial scanning, neuromarketing).
Overwhelmed by data, but lacking insights, corporations turn to data-insights consultants that analyze multiple data streams within a corporation. IBM is clearly headed in this direction, as are some management consulting firms.
The “data-driven insights industry” booms, but large, traditional, market research firms struggle to keep up. New entrants overwhelm and redefine the field.
The “data-driven insights industry” undergoes a merger between traditional MR, management consulting research, social media listening, CRM, shopper trends, neuroscience, predictive analytics and strategic foresight.
BASELINE FORECAST FOR MARKET RESEARCH
WHERE DOES TRANSFORMATION BEGIN?
“Strategic differentiation does not occur by
delivering data, it occurs by redesigning thinking”
THE 4 AREAS WE MUST RETHINK
1. Client Needs & Expectations
2. People Skills and Capabilities
4. Process
3. Technology Enablers
Data Synthesis
Measurable Client ROI
Innovative Approaches
Leading-edge Technology
Curious & Creative
Delivering Impact
Strategic Insight
Consulting
CREATING A NEW VISION
Building a holistic model that is based on leveraging key values and strengths in new ways to lead the future
2011 Rank Company Votes2010 Votes
2010 Rank Difference
2011 Rank Company Votes
2010 Votes
2010 Rank Difference
1 BrainJuicer 204 60 1 0 26 Maritz 12 11 15 (11)2 Ipsos 110 25 5 3 27 Qualtrics 12 0 0 58
3 Vision Critical 88 32 3 0 28 Insight Consulting Services 10 0 0 57
4 Kantar Operations/TNS 84 32 2 (2) 29 SSI 10 0 0 56 5 Nielsen 77 25 6 1 30 Conversition 10 0 0 55 6 GfK 64 17 7 1 31 Decipher 10 0 0 54 7 Synovate 59 31 4 (3) 32 FreshMinds 9 0 0 53 8 itracks 47 18 8 0 33 Burke 9 7 28 (5)9 20/20 Research 38 15 9 0 34 comScore 9 0 0 51
10 Millward Brown 29 14 11 1 35 Sawtooth 9 0 0 50 11 InSites 26 5 38 27 36 GMI 8 0 0 49
12 Affinnova 26 9 21 9 37 Lieberman Research Worldwide 8 4 40 3
13 Anderson Analytics 22 21 7 (6) 38 Firefish 8 0 0 47 14 Qualvu 21 11 16 2 39 Flamingo 8 0 0 46 15 MarketTools 20 7 27 12 40 Forrester 8 6 32 (8)16 Communispace 20 15 11 (5) 41 MESH Planning 8 0 0 44 17 Toluna 19 10 20 3 42 BuzzBack 7 4 45 3 18 Revelation 18 10 19 1 43 Join the Dots 7 0 0 42
19 Harris Interactive 17 0 0 66 44 Research Through Gaming 7 0 0 41
20 NeuroFocus 16 8 22 2 45 Truth 7 5 39 (6)21 Research Now 16 8 24 3 46 Gallup 7 6 30 (16)22 Hall & Partners 14 6 31 9 47 SymphonyIRI 6 0 0 38 23 e-Rewards 14 6 33 10 48 EmSense 6 6 29 (19)24 Hotspex 12 0 0 61 49 Schlesinger 6 0 0 36 25 uSamp 12 4 49 24 50 McKinsey 6 0 0 35
GRIT 50: THE MR FIRMS OF THE FUTURE
THE FUTURE IS UP TO YOU; WHICH WAY WILL YOU GO NOW?