This paper is written from the viewpoint of a London-based market research agency which undertakes all types of international market research. The paper is primarily concerned with the opportunities that may exist for the researcher in the middle ground between ad hoc market research and management consultancy. In approaching that issue, the paper first examines the requirements for standardised research for single and multiple users, and discusses the preconditions for the successful development of multi-user research services. In that context, it considers the extent to which business to business research differs from research in consumer markets, and considers the outlook for standardised research. The second major area discussed is the impact of internationalisation overall, and in relation to the demand for standardised research. The conclusion is then drawn that the role of the ad hoc researcher is under threat, and that a positive effort at role enhancement is necessary and possible. However, this would require the research supplier to become more like a management consultant in many respects. The final part of the paper compares and contrasts the attributes, behaviour and financial rewards of researcher and consultant, and points to the increasing propensity of management consultants to use conventional market research as an input. The final conclusion is that there is scope for research-based consultancy services to be developed to a much greater extent than has generally been attempted so far, but that a descriptive label may be required that is less misused than 'consultant'.
The paper shows that the development of market research in some segments of business-to-business can be drastically influenced by the development and production of syndicated/standard products. The authors show some definite indications about this new trend in business-to-business research and will show you some examples in this field.
The author tries to explain what effect the Single European Market would have on business in 1992 and thereafter, we knew it was the kind of question that is difficult to answer, because nobody knows exactly what the shape of that 1992 programme will be. We can try to guess, or to make realistic assumptions, but there are no scientific answers, and of course I cannot be expected to provide them.
The business of market research has been slow to appreciate the need to define our clients' marketing problems before we look for market solutions. When at long last we seem to have realized this, we must be very careful not to view these problems as mere excuses for more research. Our clients marketing problems should be considered as such in order to understand fully what is needed, and whether we can deliver. Only then will they represent an interesting market for advice, so that we can judge to what extent this creates a need for research, and if so what kind. Therefore, in order to be able to discuss the development of our consultancy role, we should consider first the problems that are most important to our clients and at the same time represent the biggest challenge to us as consultants. This paper aims to analyse how our consultancy role in business to business marketing develops differently from that in consumer research, using the need for companies to integrate market strategy, product development and internal marketing as an example of a marketing problem of rapidly growing importance. Three cases are very briefly described in order to indicate the type of advice that is demanded, what type of research follows from this, and finally, what kind of competence.
This paper seeks to describe the conditions which have led to the emergence of various business omnibus services in the UK. It describes the change in British industrial activity which has led to new product development which in turn has led to new technique development to research the new markets. It goes on to describe the current status of business omnibus services and also briefly examines other syndicated services currently available to suppliers of business products and services. A brief review of European services is then undertaken which was as up-to-date as possible at the time of writing. The final section of the paper looks to the future and does not attempt to predict what will happen but merely to put forward some ideas for potential new services which hopefully will promote even more activity in what for the UK is a growing market.
In recent years in the specialized sectors of B.V.A., I have been confronted with a complex problem common to diverse specific economic sectors. The major aim of the solutions sought was to provide advertisers responsible for advertising budgets very much smaller than the budgets of the general public, with reliable tools for measuring usage, audience, or choice of advertising at the cheapest cost possible, of course - and they had to be tools that could could reach unusual targets. Our research was therefore based on two concerns which may appear controversial at first sight: - The offer of tools with high reliability, thus enabling the study of very specific populations, which are difficult and sometimes impossible to reach with classical tools. - The offer of very competitive prices feasible for limited budgets. The following remarks are illustrated with several examples drawn from surveys carried out by our institute - first of all, in the field of agriculture, where the problem has been solved for several years. Secondly we launched surveys In the following areas: construction prescribers, cafes, hotels, restaurants (CHR), chemists, transport companies, amongst others.
This paper would address this audience to try to better define with you the role of a breed called "Management Consultants". I will share some ideas with you which I hope will be helpful background to your working group discussions
This paper is based on 12 years experience of research and consultancy for the UK public sector in 'business markets' - those areas of public policy which are directed at, or derived from, business establishments. Examples of such policy areas are: regional policies, job creation, export marketing support, equal opportunities, and vocational education and training. Specifically, the paper deals with some issues arising from over 12 years work for the Department of Employment and the Manpower Services Commission, the government agency responsible for vocational education and training, and for employment services. This area has been selected as that in which our work has given us most extensive and intensive insights into policy issues - frequently based on longer experience than that of the officials commissioning the work.
The paper shows that standard methods in business-to-business research have a very promising future when one looks at the market developments. It will be made clear, however, that these possibilities are only very short-term and that the marketing research agencies have to be aware of the threat of telemarketing.
In the most recent years demand for services to business enterprises has significantly grown because of various factors. Market research and management consultancy have both profited by this growth but the link between these two services still remains a question mark and is hard to define. If we compare consultancy services offered by research institutes or by single researchers with traditional consultancy, we realize there are some differences which should be evidenced. A market researcher when acting as a consultant is working under very special conditions which must be clearly identified to avoid any possible ambiguity or any dangerous conflicts. lip to the present the demand for market research/consultancy and the offer of this service have been rather limited because of some problems existing for the enterprises and also for the institutes. In this respect three main limiting factors were identified: (a) the type of methodological approach applied to market research, static and restrictive (b) resistance made to this service by residual corporate bureaucracies (c) the researchers' lack of training and experience With these definitions clearly in mind, we can say that the activity of market research tends progressively to incorporate values and operative modalities typical of consultancy. This evolution is desirable for it goes to the advantage of those researchers who find their own strategy and positioning on the market through this process.There are opportunities for developing standard services and opportunities for developing consultancy activities. In fact, the majority of market research business managements are still in an intermediate position. To quit this ungratifying position a considerable amount of money will have to be invested, no matter which direction one takes.
The programme of this seminar is based on three lines of thought: a) previous business-to-business research seminars had been mainly technique- oriented b) one major change in the last 5 years or so, as far as we are concerned, has been a gradual opening of the "ghetto" in which the then-called industrial market researchers used to live; and, consequently more interchange and less difference between the ways in which research techniques are applied in business-to-business and in consumer research. c) it was high time we began to think of our own market, of our market environment, and of our own role in a changing world.
In the UK increasingly business to business researchers are beginning to operate in a business partner, rather than simply a data supplier, role. In this paper three UK business to business research practitioners discuss some of the challenges and opportunities posed by this trend.