Small Enterprises (SE) organisations with less than 50 employees, are often overlooked by market research agencies. However, in the UK alone SE account for 42% of all UK business turnover. It was in this context of untapped opportunity Northstar began fostering relationships with a variety of SE, and experienced a multitude of unexpected challenges that led us to assess and alter our working practices and approach to client relationships.
Small Enterprises (SE) organisations with less than 50 employees, are often overlooked by market research agencies. However, in the UK alone SE account for 42% of all UK business turnover. It was in this context of untapped opportunity Northstar began fostering relationships with a variety of SE, and experienced a multitude of unexpected challenges that led us to assess and alter our working practices and approach to client relationships.
This is a story about how research can create a spark that propels a company forward- a story about how to engage internal stakeholders in novel ways, and achieve impact as well as a culture change. Equipped with personal life journeys around language learning in four countries, we set out to change hearts and minds of the Babbel team and spurred initiatives from two new products to a new customer insight training course for team newbies.
Equipped with personal life journeys around language learning in four countries, we set out to change hearts and minds of the Babbel team and spurred initiatives from two new products to a new customer insight training course for team newbies.
Whit this paper the author intends to introduce the initiatives of MR 2.0 (Marketing Research 2.0), the voluntary group of professionals, to illustrate a case of collaboration between suppliers and clients, hoping to inspire similar initiatives in other countries, rather than proposing new methods, analysis or processes. It tells a story rather than making thesis, of the journey the group has made till today, discussing critical issues, which lie in the relationship between suppliers and clients and could be common across countries, as well as the initiatives proposed to solve the problems.
The research industry and bodies like ESOMAR are at a critical junction in their history. As it stands today, the research industry remains grounded in largely unchallenged late-twentieth-century assumptions. There are significant shifts in client needs, coupled with material changes in our ability to understand behaviour, a proliferation of data, and advances in technology. These forces mean there is a real risk that the industry loses relevance, or becomes obsolete in its current form. The primary aim of this presentation is to set the context for why client functions need to change, to discuss what the client-side role will look like, and how it will add value to organizations.
The research industry and bodies like ESOMAR are at a critical junction in their history. As it stands today, the research industry remains grounded in largely unchallenged late twentieth-century assumptions. There are significant shifts in client needs, coupled with material changes in our ability to understand behaviour, a proliferation of data, and advances in technology. These forces mean there is real risk that the industry loses relevance, or becomes obsolete in its current form. The primary aim of this paper is to set the context for why client functions need to change, to discuss what the client side role will look like, and how it will add value to organisations.
This set of three Guidelines deals with issues which need to be considered when commissioning a marketing research project. Such projects may be carried out by a variety of organisations ranging from individual researchers or consultants to large multi-national companies offering a wide range of services. Throughout these Guidelines, the term agency is used to cover all such possibilities. The main objective of these Guidelines on commissioning research is to assist both client and researcher by reminding them of the various issues involved in specifying and agreeing a research project. In this way they seek to reduce the risks of error, omission or misunderstanding and to help to improve the general quality of research projects. They cover a wide range of items and are designed as a guide or aide-memoire to help the parties involved without imposing specific obligations upon them. The need for this publication is probably most acute among inexperienced users of research, but even the most experienced clients and suppliers can benefit from a checklist approach. This is especially the case with international projects, where mistakes and misunderstandings can easily occur in setting up a project at long range.
This set of three Guidelines deals with issues that need to be considered when commissioning a marketing research project. Such projects may be carried out by a variety of organizations ranging from individual researchers or consultants to large multi-national companies offering a wide range of services. Throughout these Guidelines, the term agency is used to cover all such possibilities. The main objective of these Guidelines on commissioning research is to assist both client and researcher by reminding them of the various issues involved in specifying and agreeing on a research project. In this way, they seek to reduce the risks of error, omission or misunderstanding and to help to improve the general quality of research projects. They cover a wide range of items and are designed as a guide or aide-memoire to help the parties involved without imposing specific obligations upon them. The need for this publication is probably most acute among inexperienced users of research, but even the most experienced clients and suppliers can benefit from a checklist approach. This is especially the case with international projects, where mistakes and misunderstandings can easily occur in setting up a project at a long-range.