In this session, David Smith of DVL Smith and BV Pradeep of Unilever will build on the How to demonstrate the value of customer insight project that ESOMAR conducted with top insight industry leaders. They will provide a selection of best practice strategies for ensuring the value of your customer insights are recognized by and make an impact with, key stakeholders. They will provide a blueprint for being high-performance customer professional in the new insight era.
These are exciting times for our industry: we are in a new insight paradigm. The data we have to unearth insights is richer than ever and our ability to understand what is really driving consumer behaviour has reached new heights. So, how do you showcase this success story and provide guidelines to those wanting to set up the optimum insight function? Should we be focusing on measuring the precise payoff from insight - trying to pin down the return on investment from insight projects and working to industry benchmarks? Or is this too restrictive - reflecting a possibly now outdated model centred upon reducing decision risk? Should we instead be focusing more on the way we use our creativity and flair to seize those golden opportunities that will drive growth? To help throw light on these questions, ESOMAR - in its thought leadership role - commissioned a qualitative study amongst insight leaders from some of our top organisations.
We show how to convert a vision into a transformational strategy that reinvents your relationship with customers. We'll demonstrate, via a major global insurance provider case study, an approach to embedding visionary change in any organisation.
We show how to convert a vision into a transformational strategy that reinvents your relationship with customers. We'll demonstrate, via a major global insurance provider case study, an approach to embedding visionary change in any organisation.
The customer insight industry is at a crossroads and to continue to flourish we need to know precisely what our marketing customers expect of us. This paper will be based on an authorative survey of senior marketing decision makers, who will be presented with different possible futures and asked which of them best describes the world they see in the future. Building on this, we will identify the precise skills sets that these decision makers expect insight professionals to have to meet their expectations. But the paper will not stop here, we will provide a clear road map - a step by step guide - to the best way of developing and imbedding these skills in the consumer insights industry. The presentation will be interactive allowing the audience to see whether their views are in line with our survey.
The customer insight industry is at a crossroads and to continue to flourish we need to know precisely what our marketing customers expect of us. This paper will be based on an authorative survey of senior marketing decision makers, who will be presented with different possible futures and asked which of them best describes the world they see in the future. Building on this, we will identify the precise skills sets that these decision makers expect insight professionals to have to meet their expectations. But the paper will not stop here, we will provide a clear road map - a step by step guide - to the best way of developing and imbedding these skills in the consumer insights industry. The presentation will be interactive allowing the audience to see whether their views are in line with our survey.
The audience will journey to what market research will look like in 2030. For a selected number of years between 2012 and 2030, a particular development taking market intelligence to its new level is described. The fundamental shift in the market researcher's mindset needed to cope with the development is explored. Specific examples of how Barclays Bank is becoming more customer-centric on a worldwide basis will be shared. It will make sense for the most adept researcher in the business to become the CEO.
Storytelling in business is going through a renaissance. In the last few years there has been a surge in the demand for storytelling and storytellers. Cultivating the ability to communicate effectively is one of the biggest challenges facing business today. Communicating our consumer insights as a narrative- as a story- isn't a fad. It reflects a paradigm shift in what neuroscience tells us about how people process complex information. This new knowledge arrives at just the right time. The ability of stories to explain the big picture helps make sense of vast amounts of information, with the potential of massive dividends. In this paper, the authors explain why stories work so well, and pass on some of the secrets of the storyteller's craft.
There is now general agreement that market researchers need a broader skill set in order to cope with today's complex business environment. But our industry has been slow to make a breakthrough in developing training for newcomers in these wider skills. This presentation which includes findings from interviews with specialists in training and development in marketing intelligence from around the world reviews what needs to be done to trigger the breakthrough we now urgently need.
The guide takes the form of a hierarchy of twelve questions, through which we would recommend decision-makers work in order to arrive at an informed view of the robustness of the consumer evidence they are using for decision-making.
This paper highlights the way a more strategic approach to marketing intelligence can dramatically improve ability to predict the future. The professional marketing intelligence team (both the client and agency side) need to apply critical market and consumer evidence in a way that engages senior business decision-makers, requiring market researchers to become more confident in using a variety of analytical tools.Concrete examples of seven different roles that a market researcher aspiring to become a business research consultant needs to play are provided.