What does it mean for a sample to be representative? How can you tell if your sample is biased and if so, what is there to do about it?In this webinar, Andrew Mercer of the Pew Research Center will present the results of the Center's research into data quality in online survey samples and what factors lead to bias in survey estimates.You will learn about different methods for adjusting samples to reduce bias and the kinds of benchmarks that are needed for these methods to succeed. Andrew will also cover strategies that can be used when no reliable benchmarks exist.
The motto 'the customer is always right' is a phrase pioneered by Harry GordonSelfridge, John Wanamaker and Marshall Field in the early 1900's. These men weresuccessful retailers who learned early in their careers that the success of their storesdepended on the happiness of their customers, and so the slogan has long beenregarded as the cornerstone of customer-centricity.More importantly, a happy customer continues to 'buy', and thus we must recognise thatit is the customers who drive innovation, change and evolution, as otherwise they wouldmove their spend and their budgets to other suppliers, or indeed, other sectors. This is astrue for Insights and Analytics as it is for Financial Services, FMCG or Healthcare.In a profession such as ours which has strong roots in science, rigour and ethics,the growing demand for speed, instant feedback, and digital solutions that we havewitnessed in recent years, has often relegated a more fundamental understanding of howour clients work and business needs are changing to a secondary importance; instead,the emphasis has tended to be on the 'now' and securing the budget available, not the'future' and how their needs may be evolving.Recognising the fundamentally important role that brand-owners play in determiningthe shape and structure of our profession, this study is the first in what we hope willbecome an annual monitor establishes a first benchmark of how insights are viewedand commissioned within brand-owning organisations, and the key criteria applied towhat is considered 'good' and 'successful' research.
How healthy is your survey? Are all the questions in your survey working efficiently? Is your survey performing above or below benchmark standards? In this session Steve Wigmore and Alex Wheatley will discuss 10 diagnostic techniques which everybody in research can undertake to check the health of their surveys and give some tips on better ways to ask questions, resolve common data problems and improve the performance of their surveys.
The Association of National Advertisers (ANA), and its subcommittee, the Alliance for Family Entertainment (AFE) launched #SEEHER, a movement to increase accurate portrayal of women and girls in media. Advertising and entertainment programming are a powerful solution to changing public perceptions about unconscious gender bias. With a goal of increasing accurate portrayal of women and girls in media 20% by 2020 the ANA/AFE created data to benchmark progress called GEM (Gender Equality Measure) ABX, an ANA/AFE research partner, developed metrics, utilizing ABX syndicated research, to implement GEM scores across media and entertainment, creating the accountability for change.
The low success rate for innovation in Indian FMCG became a subject of interest at Nestlé India. Partnering with Nielsen we set out to understand what it takes innovations to win in the long term- form birth, to breakthrough and beyond the first phase of life on the shop shelf. The ensuring investigation threw up some surprises, but more importantly brought forth simple tenets that can instruct new launches to higher probability of enduring success, The passage to a winning, sustainable innovation has two critical stage gates incumbent in it: getting the innovation rights (pre-launch) and getting it through (once on the shelf). We examined both via frameworks created for the purpose and developed a guide for marketers wishing to maximize their chances in the marketplace.
Indian FMCG's checkered innovation record of 23 proven successes out of 16,914 new launches in 2012 piqued our interest here at Nestlé India. An examination of what it takes to win at innovation long term was undertaken and yielded startling discoveries. The marketplace is merciless! Only 8 out of the 23 were still flourishing. This led us to delve into the causality of sustainable success. The analysis threw up simple tenets that can guide new launches in India and elsewhere, with benchmarks from retail data to chart progress and performance.
Most clients are on a quest to continuously review and improve the services they provide, both centrally and locally. One of our panelists set out on a journey that gave place to a big debate. They conducted a large benchmarking exercise, with industry leaders in other multi-national companies, to understand how they were conducting their brand tracking studies: the role tracking has, the challenges they face and the innovations they are adopting. What emerged was a group of thought leaders with a remarkable willingness to share their experiences, both the good... and the bad! Join the Talk Show, as our invited guests reveal the main themes they had discussed in their quest to find the brand tracking sweet spot.
From a global perspective online penetration rates vary significantly. However, due to the increase in penetration of connected devices (especially smartphones and tablets) all countries globally have seen a strong uplift in online access over the last couple of years. Smartphone and tablet penetration is catching up with or even overhauling desktop in some countries, shaking up the old order depending on local adaption rates for new technology. While some Western countries (Germany, France) fall behind, new reference markets (e.g. South Korea, Singapore or Norway) for the future of media consumption arise. CCS allows benchmarking of online usage across 56 countries over a four-year period.
The Bottom of the Pyramid represents an exciting target segment for many consumer goods companies - in Brazil alone there are 2.2 million households with a disposable income below US$2,500. In order to reach these consumers, businesses must first of all understand who these consumers are and what they want, alongside the transition to emerging middle classes. The key to success is to learn from the experiences of other companies operating successfully both in the region and globally.
The Bottom of the Pyramid represents an exciting target segment for many consumer goods companies - in Brazil alone there are 2.2 million households with a disposable income below US$2,500. In order to reach these consumers, businesses must first of all understand who these consumers are and what they want, alongside the transition to emerging middle classes. The key to success is to learn from the experiences of other companies operating successfully both in the region and globally.