Many researchers from brands have had consulting firms like McKinsey, Bain, and BCG come into their organizations to do projects that the research department could have done for a fraction of the cost. Similarly, many researchers from agencies have crossed paths with these consulting behemoths and may have even lost a competitive RFP to them. How can this be, given that consulting firms have much less research expertise and cost significantly more than both internal projects and MR firms? In this webinar, Alex Gelman, mTab's CEO and former McKinsey consultant, answers these questions and shares five key consulting skills that researchers must develop to ensure that they, not consultants, have a seat at the executive table.
This paper examines the issue of consultancy as an inherent and inevitable element of much qualitative research and looks at the way this affects the relationship between buyers and suppliers. Some difficulties of definition are explored, especially in the light of the enormous variation in qualitative research applications. The paper acknowledges that it is difficult to draw a useful divide between research and consultancy across the variety of different projects, and goes on to suggest that the more interesting question is how consistent buyers are in their attitudes within any one project. It is argued that at some stages of a project buyers show considerable concern for the rigour of the process, but at others are cavalier about the process and appear to be placing their trust much more in the researcher than the research itself. The paper concludes that some buyers apply a sort of double standard. They want a consultancy product from a research process. The quality of research conducted and the usefulness of the findings would both be enhanced if buyers had a more honest and better examined understanding of the relationship between the process and the findings.
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 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 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.
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.
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.
This paper has the appearance of a check list. It might well serve that purpose for a market research agency when composing a more or less standardised offering to the parties in a given marketplace. In the context of this seminar it is meant to make the audience aware of the complex environment in which business decisions have to be taken: the information needed, and the transformation into intelligence. Particularly this function of transformation is the area where the agency can present itself as a consultant. There is a definite need for this type of service, but let there be no misunderstanding, becoming a respected consultant will not be achieved over night. It will cost a lot of time, effort and money. The investment though will be rewarding.
The question that the paper addresses is whether companies currently engaged in conventional business to business research should evolve into consultancy. The first section begins by establishing definitions and setting out the general approach that has been established for the paper. This includes adopting the development of new business to business research 'products' as the baseline against which diversification into consultancy might be judged and also setting criteria. The second section examines the scope for product innovation within business to business research, including an evaluation of developments over the last 25 years. This incorporates an overview of the evolution of consumer as well as business to business research and in particular of technological innovation. The third section reviews how business to business research has evolved in recent years and identifies the key problems that have emerged. This is followed in Section Four by an examination of the competition facing the business to business research agencies in their own sector. This highlights the vulnerability of the agencies to attack from the major consultancy companies and from individual operators alike. The nature of the consultancy market is considered in Section Five, including a listing of the principal players and the factors that have lead to their growth and success. In Section Six the main conclusions drawn from the previous sections are brought together to define the preconditions and routes available to business to business agencies who are contemplating entering consultancy. Section Seven sets out the summary of conclusions, thus bringing the paper to a close. The principal conclusion is that despite the obvious attractions of consultancy, at the present time the average business to business research agency is likely to obtain a better return from investing in developing technical superiority in the design and execution of business to business research than from entering consultancy. This would not only reduce the vulnerability of the agencies to their competitors, but it would also provide a secure foundation for developing new business to business research products in the years ahead and for entering consultancy.