Market research is caught in a historic language trap. Our perceived discourse is 'scientific' and 'rational', at a time when clients are looking for 'insight' and 'creativity'. We will not finally shed our image until we break our codes, change our discourse and remodel our language to meet a new vision of Market Research. This paper furthers the debate via a two-part argument of its own: why we have to change the language of market research; and one way we might go about it.
This paper argues that semiotic and cultural analysis is the best and quickest way to first assess what is going on in any marketplace, before embarking on any other kind of developmental consumer research. It shows why this form of investigation is so powerful in providing the groundwork for any form of marketing development and describes the analysis process itself. From this the author outlines the integration of findings into a three-stage programme covering creative and concept development and the final evaluation stage of conventional qualitative consumer research.
This paper presents a framework for charting the cultural future of markets, from the standpoint of developing âculturally insuredâ marketing strategy for a firm. It is drawn from our experience of having to forecast the cultural future of the Indian market, which, after over four decades of isolation and protection, is now being swamped with foreign goods of the kind that consumers have never seen before; further compounded by an invasion from the skies in the form of satellite television (from two state controlled channels to an orgy of soap operas from the west!)
This paper adapts aspects of the work of anthropologist Claude Levi- Strauss for use in market analysis and research. The methodology has been pioneered by the author's company, and is regularly used by them in their analytical work. The paper explains how successful brands embody myths; and outlines a technique by which this brand myth can be identified, evaluated and exploited. The technique can also be used by non-semiotic market researchers and planners as a useful tool in analysis, strategic planning and brand development.
This paper outlines the semiotic/cultural analysis and qualitative research that went towards the creation of British Telecom's high- profile 'It's good to talk' advertising campaign. It charts the development of a culturally complex research and advertising strategy, the aim of which was to change deeply-held gender assumptions about the way people use the telephone.
This paper presents a framework for charting the cultural future of markets, from the standpoint of developing culturally insured marketing strategy for a firm. It is drawn from our experience of having to forecast the cultural future of the Indian market, which, after over four decades of isolation and protection, is now being swamped with foreign goods of the kind that consumers have never seen before; further compounded by an invasion from the skies in the form of satellite television (from two state-controlled channels to an orgy of soap operas from the west!)