Innovation is coming from inside and outside of the traditional market research sector, driven by technology and the need for speed and lower costs. In searching for new ways of getting closer to customers, where are we seeing the most innovation and what are the best ways to innovate?
"Faster, cheaper, slyer" sounds like the Olympic motto translated into current requirements for market research and is rooted in client demands as well as respondent capacities. How qualitative research is able to encounter the need for an efficiency paradigm without losing its identity by focussing on qualitative core techniques is demonstrated in this presentation. Brief Encounters is a hybrid approach which challenges our methodological and analytical skills as well as client handling, but hence strengthens our position as researchers.
The fastest growing aspect of the Research 2.0 revolution is the use of online research communities. When these communities first burst on the scene, in 2006, the talk was all about collaboration, consultation, and ceding control. More recently the focus has shifted to ROI and the ability to do more research with less money. This interactive session looks at the Strengths, Weaknesses, Opportunities, and Threats that communities represent, with the objective of establishing guidelines for utilising communities in the current recessionary context.
If the number of hits in Google is by any means a measure of importance, then, with more than 94 million hits, innovation is hot.Generation of ideas, or ideation, is a simple condition to innovation. What makes the upside-down ketchup bottle, the Smart car, the Toyota Prius and the Nintendo Wii successful innovations? And why are some companies better able to come up with successful innovations than others? A part of the answer to these questions depends on whether you as a company have a well defined innovation process in place. You would think the more ideas, the better and higher the number of successful launches.However, the problem with this thinking is the high costs related to the development of the idea, and the large amount of ideas that might clutter the pipeline and will actually lower the success rate.
The aim of the following document is to shed light on the scenario where the communication media sector in Chile currently operates specifically relating to outdoor advertising advertising agencies and sponsors providing them with a tool which will allow them obtain the same indicators as used in other media such as rating frequency and GRPs. The information gathered allowed for the building of software for data management and patterns assessment and simulation having thus the capacity to determine the cost per contact for the different advertising supporting elements of outdoor advertising and placing this medium in the same footing with respect to the rest ol the media.
The aim of the following document is to shed light on the scenario where the communication media sector in Chile currently operates specifically relating to outdoor advertising advertising agencies and sponsors providing them with a tool which will allow them obtain the same indicators as used in other media such as rating frequency and GRPs. The information gathered allowed for the building of software for data management and patterns assessment and simulation having thus the capacity to determine the cost per contact for the different advertising supporting elements of outdoor advertising and placing this medium in the same footing with respect to the rest ol the media.
Todayâs European automotive industry places increasing pressure on market researchers to carry out more and better research yet market research budgets are squeezed. This paradox creates an untenable situation. Internal clients are disappointed and frustrated because the budget is inadequate; there is insufficient manpower to carry out needed research; a fully researched support environment for decision-making is unavailable. In sum the paradox poses a threat to the success of the company and the continuity of the market research department. Indeed the desirability of an in-house market research department has been increasingly questioned in recent years. Should it be abolished in favour of external agencies as yet another cost-cutting measure? Or should it be retained and improved so as to provide the desired level of service? Is more research really the answer? Does it automatically generate more knowledge? Or does the answer lie in better use of existing data? This paper addresses these questions and proposes tools and methods which can be used to bring the market research function to a pitch of perfection.
The paper suggests and illustrates a framework for interactive marketing model building on the Internet. It integrates the âdecision calculusâ model building philosophy. Graphical instruments to capture judgmental market response estimations from managers written in Java and Javascript language are introduced. The model that is being built deals with assessing return on customer investment for defensive marketing mix strategies and their intermediate effects on satisfaction, switching costs and market share.
The telecommunications industry has become dynamic due to the growth of new services, introduction of new technologies, and increasing competition between telecom operators. In such a dynamic situation it is difficult to take a snap-shot of the industry, and to predict how long this snap-shot would hold. Therefore, instead of taking a snap-shot, it is more fruitful to understand the industry drivers and their relationships. Such an analysis shows that the competition between the telecom operators is the key industry driver. In order to compete, an operator needs to dynamically provision services with the help of cost-competitive state-of-the-art technology. This key observation helps an equipment supplier (network and consumer equipment) to understand the needs of a telecom operator.
This paper attempts to provide marketing and media professionals with a new way of looking at how their money is being spent. When multi-million dollar decisions are taken on advertising spend, markerers tend to fall back on a traditional approach to media planning. However, all too often we are confronted with situations where we need to look at the brand and media strategy in the context of our target audience a little more carefully. In this paper, with the help of a case study, an attempt is made to identify a way of fine-tuning media plans which is scientifically generated through standard media data in line with the overall brand strategy. In Saudi Arabia, there are clear signs of a slowing down of the economy. Consumer marketing companies are under pressure to deliver the bottom-line. In spite of this situation, media expenditure levels have gone up substantially over the past few years. With profits under pressure, marketers have started looking at ways of improving the efficiency of media costs.
This paper describes the methodology involved in what we have called the "Continuous Qualitative Panel". The tool is a result of the combination of different research techniques, such as individual interviews, group sessions, consumer panels, market surveys and the observation of purchase behavior. The research method has operating and financial advantages and is based on the management of and attention to information needs through the hiring of exclusive project executives who are assigned full time to one specific client. The contract with the client defines the payment of a fixed monthly fee for the research. The technique finds the opinions of the focus segments of the research in an environment in which the researcher is totally at ease, since he/she is selected because his/her experience profile is ideally suited to the industry in question. The technique may be adapted under very varied conditions and it may be focused on goods or services. It can be applied to situations ranging from housewives preparing food at home to the evaluation of the service offered by a salesperson at the sales point. In the first part of the paper, the general operating scheme of the "Continuous Qualitative Panel" is discussed, and in the second part, two real-life applications of the methodology are explained.