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 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.
In the past market research has been painted as being detached from the decision-making process, while the intuitive contributions from management have been billed as more engaged with what business problem solving is all about. This polarisation of the contribution of data and intuition to informed management decision-making has been largely unhelpful. The future clearly lies in developing analysis frameworks that help us blend the best of informed intuition, with the rigorous orthodox data analysis that market researchers have always provided. This paper reviews what we know about intuition and how we broach business decision-making, prior to exploring the opportunities that exist for more intuitive based inputs from management to sit alongside the more formal evidence in the analysis of market research data.
The Internet is growing in popularity as a source of healthcare information. This growth raises the question of whether the Internet will simply gain hold as a way of obtaining general, top-line health information of whether digital technology will actually serve to transform the way we deal with our doctor. That is, will the Internet serve as a way of helping us brush up on what we know before going to the doctors, or will it grow to become a vehicle for diagnosing illnesses, purchasing treatments and doing much of the work of the doctor. In response to this potential&new paradigm, New Media House, part of Citigate DVL Smith sponsored a programme of qualitative and quantitative research to explore the issues.
In this ESOMAR Congress 2001 with its theme Marketing Transformation we have an opportunity to examine how well market researchers are responding to the changes taking place in society, the world of business and to the structure, and techniques, of our own industry. Survival in the 21st century will, in part, depend on the honest application of the more traditional ways in which market researchers have always operated. But there is a growing feeling that now is the time to embrace a new form of market research: a fresh way of thinking about how we harness the plethora of marketing intelligence now available to us to complex business decision-making.
This paper in the form of a ten-step guide is aimed at helping improve the quality of information-based business decision making. The paper encourages information suppliers to think more closely about ways in which they can help their decision making end clients more effectively apply market research evidence to the decision making process.