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.
This presentation provides a blueprint for the mindset needed by customer insight professionals faced with the challenge of understanding how global influences and local needs combine to shape customer preferences that will drive business growth. Specifically the presenters argue that customer insight professionals- in both the East and the West- need to play seven roles: Panorama Thinkers; Holistic Analysts; Insight Strategists; Intuitive Problem Solvers; Business Storytellers; Insight Intrapreneurs; and Global Villagers.
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.
In the past market research has been painted as being âdetachedâ from the decision-making process, while the âintuitiveâ 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 âinformedâ intuition, with the rigorous âorthodoxâ 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.
The author argues the value of the qualitative mode can be particularly well harnessed if not restricted to the qualitative method. It can by definition add insight to almost any piece of information, including numbers. There is no reason why the qualitative mode cannot be expanded to encompass all forms of evidence. Many will argue 'yes, but that's what we already do - kind of'. In some cases that may be true.The point is the qualitative mode has only been sporadically articulated as a skill set in its own right separate from the business of collecting data - the qualitative method. Articulation concentrates the mind. The challenge to so-called 'quantitative researchers' is to bring the same level of left-field ambiguity and insight to the numbers that equally so-called 'qualitative specialists' routinely deliver based on fewer but deeper observations.The challenge to our qualitative audience is to take the qualitative mode of thinking out of its comfy meet-the-people methodological box, and carry the flag for a somewhat bigger revolution. All of what has gone before is, of course, only an opinion - just like 99% of what we do.