In this article, we want to illustrate the huge untapped power of insights in bringing about behavioural change for individual and social good, in other words, getting people to make healthier lifestyle choices, and the vital role of qualitative research in facilitating this process. In recent years, the market research industry has fallen in love with the idea of 'insight' and is rapidly rebranding itself as the consumer insights industry. However, in the discourse on insights, increasingly, there seems to be a notion that insights and action are separable.
Commercial marketers use consumer insights, with varying degrees of effectiveness, to drive marketing strategy and actions. This presentation illustrates the power and pivotal role of consumer insights in developing not commercial strategies but social marketing programmes for behavioural change. A case study shares learning and brings to life our entire journey of developing original and holistic insights about consumers' lives, designing insight based interventions, quantifying the potential impact in both financial and behavioural terms, and embedding social marketing capabilities and a consumer-oriented culture within social sector organizations.
The qualitative research environment is rapidly changing. With a focus on foresight and innovation, marketers are realizing the importance of qualitative research and demanding more creative and actionable insights. Further, a wider range of disciplines are beginning to influence qualitative research. In this presentation we will demonstrate that the qualitative research industry needs a new type of practitioners - pragmatic polymaths, who are not only intrinsically suitable for qualitative research, but would enhance the capability of companies to navigate the evolving multi-disciplinary and knowledge-intensive landscape to drive greater creativity and business impact.
How Philips has evolved its market research practices over the last decades is explained in this presentation, using examples from the past to contrast with recent projects that illustrate some of the new ways of working which have contributed to Philips's business success over the years.
This paper outlines the continuous relationship marketing (CRM) challenges - poor data quality, poor direct marketing skills, and organizational resistance - unique to emerging markets and recommends practical ways of overcoming them. It describes in detail a 'do it, fix it' approach to CRM based on a pilot team and a basic infrastructure rather than on huge investment. Successful companies have resolved the above challenges and achieved substantial CRM impact through this practical approach.
This paper outlines the continuous relationship marketing (CRM) challenges - poor data quality, poor direct marketing skills, and organizational resistance - unique to emerging markets and recommends practical ways of overcoming them. It describes in detail a 'do it, fix it' approach to CRM based on a pilot team and a basic infrastructure rather than on huge investment. Successful companies have resolved the above challenges and achieved substantial CRM impact through this practical approach.
This paper outlines the continuous relationship marketing (CRM) challenges - poor data quality, poor direct marketing skills, and organizational resistance - unique to emerging markets and recommends practical ways of overcoming them. It describes in detail a 'do it, fix it' approach to CRM based on a pilot team and a basic infrastructure rather than on huge investment. Successful companies have resolved the above challenges and achieved substantial CRM impact through this practical approach.
This paper focuses on helping CRM and analytics managers choose the analytic approaches and tools that best match an organization's readiness to receive and use them. CRM and analytic leaders often believe that complex value models and sophisticated statistical techniques yield superior results. However, experience shows that companies generate more business impact by deploying simple analytical approaches, particularly when relatively new to CRM and customer analysis. This enables executives and front-line employees to understand customer-centric approaches and builds the foundation for more complex approaches at a later stage in development. CRM and analytic managers play a critical role as companies implement CRM and other customer-centric projects. By understanding the organization's key business issues and assessing readiness for a customer centric approach, technical managers can tailor analytics to maximize understanding. Comprehending that simpler tools and models can often lead to better business results is a powerful, if somewhat counterintuitive, concept.
Segmentation using values related variables is increasingly being used in Asia to help in the positioning of brands and to drive marketing communications. This paper addresses some of the drawbacks and limitation of this approach. In particular, it focuses on the failure of this approach to deliver a meaningful understanding of the relationship between brand and consumer and how this hamstrings the building of a brand. This paper posits that when understanding the relationship between brand and consumer, alternative approaches should be considered. In particular, it highlights why consumer need states provide a better platform for understanding consumers behaviour and brand relationships.