Student Copy, Prof Vincent #1, Intro and the Research Process (2023) PDF
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Uploaded by DeftTransformation
IE Business School
2023
Prof Vincent
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Summary
This document provides an introduction and overview of consumer behaviour and insights, including the research process and methods. It covers topics like developing key insights about targets and markets, the role of secondary data, and qualitative and quantitative research methods. It also gives examples on research processes used by companies like Booking.com.
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Waves: [email protected] +44 (0)7957 829 818 t: @Waves05 Consumer Behaviour and Insights (Common Core 2, 3 and 6) -Professor Vincent October-November 2023 1 Introduction: Syllabus objectives More specifically to: 1. 2. 3. 4. 5. 6. How to develop key insights about targets and markets...
Waves: [email protected] +44 (0)7957 829 818 t: @Waves05 Consumer Behaviour and Insights (Common Core 2, 3 and 6) -Professor Vincent October-November 2023 1 Introduction: Syllabus objectives More specifically to: 1. 2. 3. 4. 5. 6. How to develop key insights about targets and markets The role for secondary data Qualitative research Quantitative research Key cognitive processes: Perception / Attention / Motivation / Attitudes Practice in the real-world to make better decisions From first identifying the need through to initiating the research The need for market research(#1) -CLARIFYING THE PROBLEM RESEARCH NEEDS TO SOLVE What is market research? -FORMALISED FEEDBACK (FROM AN AUDIENCE) YOU CAN TRUST -PROFESSIONAL CURIOSITY FORMALISED TRUST = ROBUST & RELIABLE Syllabus mirrors the MR Process STEP 1: BUSINESS PROBLEM? Why is research needed? (BQ) What does research need to find out? What type of information is needed and what will this enable you to do? STEP 2: CREATE A BRIEF: Describe the research NEED so that someone else can understand the situation? (RQ) A problem well defined is a problem half solved Fully understanding the process to create a brief STEP 3: THE METHODS: Introduction to methodological options What to use when? How to make methods work in the real world - pragmatism STEP 4: REAL WORLD LEARNINGS: Sequencing methods to solve the problem Applying research to how people think Tips from my experience What helps me understand my client? The Business Problem (BQ) -CLARIFYING THE PROBLEM RESEARCH NEEDS TO SOLVE An ever more complex world More choice than ever Brands must maximise fleeting moments with Consumers High cost of failure Fragmentation of media Key issues Someone somewhere has a problem (a person needs the information) – the Business Question (BQ) What do we know about the problem? How much relevant information do we already have (Secondary data)? Where is the gap? Therefore, what new (Primary) information is needed to solve the problem? And what format should this information take (eg percentages, words, pictures & imagery, financials, case studies, personas, etc) KEY LEARNING Universal Case: Need for independent market research -Professionals poorly relate to customers and consumers Marketing, design, digital, analysts, etc are relatively well paid occupations • Hence, these practitioners are more affluent than majority of population Lack of empathy leads to poor decisions • How well can you relate to ordinary people’s everyday lives? • Very hard to be genuinely impartial and objective More obviously recognised in business to business (I don’t do that job / know that sector) or healthcare (I don’t have that disease) But often overlooked in consumer markets (where it is equally relevant): • Because I am a consumer too (I drink coffee, I have a bank account, I travel by train, etc, too) so I think I understand which leads to bias • But everyone else is not driven by the same motivations as you! There is a need for objective understanding How well can you relate to the customers of your company or brand; the users of your NGO? Potential voters for a politician? etc 11 Great market research enhances your consumer, customer or voter connection R&D Technology Logistics Platform Neighbourhood Distribution Product EBITDA Technology Formulation platforms Call Comms Category centres ROI CRM Management Systems Brand Channels Strategy integration Value Supply ROINPD Sales Chain Customer Engineering Customer Value R&D Integration service Inventory Procurement Marketing Great Technical Social networks Research Manufacturing Inspired by ‘The Future Of Competition’ Prahalad and Ramaswamy Needs Must-have Desires Hobbies Family Income research brings these together Company Think Future Lifestage Work Wants Society Pressures Technology Recommend to a friend Consumer Think Fears & worries Worries Externally driven MR need: New competitors / increased competition: eg new market entrants, etc. Fundamental market changes: eg Growth of Apps to buy beds, Amazon selling food, etc Macro economic impact: eg global recession, increased cost of raw materials, etc. New legislation or (de)regulation: eg privatisation of airports, overseas ownership of supermarkets allowed (eg India), etc Internally driven MR need: We are doing something we have not done before: eg technological developments, new products, new markets, etc. Something is happening we don’t understand: eg declining sales or market share, customers dissatisfied, etc. We need greater confidence in our actions: eg marketing spend, npd pipeline, etc. We want to communicate better: eg invest in marketing, create PR, frame the debate, etc. You must understand the decision to be made; and the person making it MR is usually an input to decision-making To conduct effective MR you must understand the decision maker and what decision they are faced with Separate the NEED to know (critical to the decision) and the nice to know (useful for the decision) And remember the MR is only ever an INPUT to the decision that a human being must make Research goes wrong when it is seen as an OUPUT; eg someone reacts with “customers have told us to do this!” This illustrates lack of decision ownership KEY LEARNING Questions to help clarify the Research Question (RQ) ACTION: What is the business objective? What will the business do as a result of the research? What decisions will the research contribute towards? WHO is the customer/audience? Who do you need to speak to consider this issue? What BEHAVIOURS do you want to affect? What are you trying to influence as a result of the research, eg: Get customers to buy more product, halt sales decline, encourage switching, increase prices, get customers to book travel further in advance, etc Secondary Research: What (RELEVANT) data or information already exists? Helps define and clarify the problem; helps develop hypotheses about the solution Internal data (then compare with external) External data: Comes from various sources Challenge suitability (don’t just accept it): Is this reliable and impartial? Keep a record: Source, web address, date, etc Triangulate for Consistency and Reliability: Governments and official data Non-governmental: Commercial companies, blogs, etc Can you find multiple sources giving a similar view? Diversify your sources; reanalyse and rethink data Internal: Where in the organisation might there be information that could help? (Sales, Marketing, Retail transactions, etc) Who can help you develop hypotheses or give you a perspective on the issues? eg Customer Services, Store staff, Sales team, etc Overview of Insight process Problem | Information type | Execute | Output Clear objectives Project Management Interpret findings Problem and Objectives: Apply findings to the decision-maker’s problem Decision maker To give direction, to solve a problem, to evaluate, etc What type of information: Clarity is critical Exploratory, descriptive, understanding, causality, etc Is it precise or broad? Research Brief: ‘Summarising the problem for someone else’ Execute the research: Quantitative, qualitative, observation, etc Internal or external resource? Output: Findings, feedback and future guidance KEY LEARNING A key text ….. Smith & Fletcher, Chapter 5 An excellent discussion around the upfront thinking; understanding the problem, zeroing on the information gaps and even deciding whether you need research at all 18 From Adams and Brace: 19 “At Booking.com we have a bias to insource we run our global brand tracking in-house in 30+ markets, we do all creative pretesting ourselves and get early feedback in a fast and efficient way.” Karolina Tutaj, Manager of Marketing Science Insights, Booking.com (in Research World, Sept 2017) What have I learned? With a sensitive approach I’ve learned I can research situations I personally have not experienced -Eg: tinned meat; surgical equipment, parents of disabled children across Europe; hair relaxer in Ghana; etc Listen to the client Immerse yourself in the problem Respect the respondent and their truth Ask good questions Be open-minded Stay curious Transferable Skills Cost of doing research is balanced against perceived cost (risk) of not doing it Usually opportunity or threat And almost always about risk; this is how we justify the cost of MR Note: consumer non-durables = food, beverages, confectionery, cosmetics, OTC medicine, tobacco, etc Globally a $80bn ‘Insight’ industry recognised as good practice across all economic sectors Source: From Esomar Global Market Research 2019 Understand the information need: (Adams & Brace) What is the information need? Exploratory research, eg: Descriptive research: Paint a picture of the situation and get at the ‘facts’ Explore a topic to build knowledge? Is an idea worth pursuing? etc? Causal understanding: What is driving what? KEY LEARNING Motivations Why people do it and how they feel about it Understanding What people do Behaviour Measurement Current (past) Different types of market research: What is the problem we are trying to solve? Why might they do that? Possible future drivers Judgement What might people do? (prediction) Possibilities Future Different types of market research(1): The Present Measurement Understanding (What do people do?) (Why do they do it?) Market share Reasons for purchase Media consumption Role of different Media Brand preference Brand image Advertising awareness Recall / take-out from ads Loyalty Customer satisfaction Economics: Impact of recession Reaction to recession Voting share Attitudes to political parties, leaders & issues etc etc 27 Different types of market research(2): The Future Possibilities? Future drivers? (What might people do?) (Why might they do it?) Market gaps and development opportunities Needs analysis and emotional drivers Product development Pricing Modelling possible future behaviour Communication development How could further recession change things? Business or Consumer confidence Predicting elections etc Inc Websites, Apps, Ads, etc Reaction to future scenarios etc 28 Accurately defining the research we need is critical “A problem well defined is a problem half solved” Kettering Head of research at General Motors from 1920 to 1947 “Far better an approximate answer to the right question, which is often vague, than the exact answer to the wrong question” Tukey Tukey was a pioneering (American) statistician who died in 2000 Acknowledging ‘What you know’ and ‘What you don’t know’ Know What You Know Know What You Don’t Know Don’t Know What You Know Don’t Know What You Don’t Know (c70%) The data you know of The gaps in your knowledge (that you know about) The information you don’t realise the organisation already has somewhere Insight that would help you but you don’t realise it; if only you knew Research Brief Overview of Insight process Problem | Information type | Execute | Output Clear objectives Project Management Interpret findings Problem and Objectives: Apply findings to the decision-maker’s problem Decision maker To give direction, to solve a problem, to evaluate, etc What type of information: Clarity is critical Exploratory, descriptive, understanding, causality, etc Is it precise or broad? Research Brief Execute the research: Methods Quantitative, qualitative, observation, etc Internal or external resource? Output: Meaning Findings, feedback and future guidance KEY LEARNING Qualitative(#2) -INCLUDING ‘DECIDING WHEN TO USE QUAL’ Rational or emotional? Quantitative or qualitative? • • • Qual tends to be higher in developing and high growth economies Quant tends to be higher in more stable economies [Note: Reporting refers to consulting firms’ research, advisory services and market reports eg Accenture, McKinsey, Forrester, Mintel, etc] Global spend by research method: -Quant is 78% of methodological spend and Qual 15% (previous year 78% & 14%) Source: From Esomar Global Market Research 2019 Market Research Process (1): 1) Clarify the problem you want to address: You must precisely define the brief (‘A problem well defined is a problem half solved’) 2) Understand both the strategic objectives for the research (BQ = Business Question) and project objectives (RQ = Research Question) 3) Translate objectives (RQ) into coverage (specific questions to ask) (What information is needed / questions, must be asked to meet the RQ?) 4) Define an audience: Who is the Target (Who needs to be included?) 5) Determine your methodology: Qual or Quant (How will you collect information?) Market Research Process (2): 6) Questionnaire / Topic guide design (Follow key design principles) 7) Data Collection: Online survey, Focus groups, etc 8) Data Processing (Process = ‘Organising’ the raw data collected) 9) Data Analysis (What have we found out?) 10) Data Interpretation: Draw out the story (What does it mean, given the objectives?) 11) Feedback: Communicating the outcome (PPT / Word summary / board paper / video / etc) Key Overall Principle – Who is the Target: -Ask the right people (who and how many) the right questions Sample definition: Who? A carefully specified sample to either: represent the universe in question (eg current category buyers) or to give insight into key moments (eg triggers to taking a loan) Key principles of both Qual and Quant Both follow a recognisable process Both underpinned by long standing theoretical rationale: Quant: Use of statistics for 200+ years Qual: From 19th century, birth of psychoanalysis (Freud, Jung, etc), philosophy (Mead) and phenomenology Robery K Merton (1940s): ‘Father of the focus group’ Both are replicable in that a different researcher addressing the same issues, with the same method, should find out the same answers However, interpretation of those answers is subjective; and will depend on the individual researcher’s experience and the problem being solved Choosing a Qualitative method: ‘Flesh on the bones’ Small samples Observational (ethnography) Analysis of language, body behaviours Why do people think that? (explaining) More open and probing questioning approach; detail and minutiae What impacts on people's decisions? (understanding) A carefully chosen sample to give insight into key behaviour / moments Qualitative, exploring an issue in greater depth Explore what drives behaviour and motivations: What drives people? Listen to their stories and experiences to figure out ‘Why?’ they do things Eg how to select then buy a car? Identify perceptions: How do people feel towards brands, topics, issues, etc Understand the nuance eg innovation versus tech? What drives these attitudes and perceptions Understand the language lexicon: What are the key words and phrases? What do they mean to people Eg people disengage with ‘old age’ but relate to ‘ageing’ What is the role of visuals and colour? How does imagery influence reaction / behaviour? What do different visual executions convey? Eg blue for health products Overall we are trying to……. Find the emotion and connect with it Where is the emotion in the category / issue? How can you tap into it? Successful communication hooks into emotion, Eg imagery of children Get the tone right How should it come across? Should it be: expert, humble, big & bold, empathetic, scientific, playful, fun, emotive, thought-provoking, reassuring, etc Stay on brand and on strategy Make sure processes, materials or communication achieve their goals AND: stays ‘on-brand’, fit with overall strategy, etc Key principles of Qual Quality not quantity Each interview or group is different; the discussion evolves and builds Topic guide not a strict protocol Each question builds / follows the previous answer Questions are developed / enhanced throughout fieldwork (eg you might ask about stimulus in a different way in the 5th interview because of what has been said in earlier interviews) Analysis throughout the process (not just at the end) Researcher is an ‘immersive’ part of the process Generates understanding, perspectives, themes, impressions, frameworks Organising topics for qualitative questioning Important that the topics are covered in an order that makes logical sense to the RESPONDENT And that the order of the questions does not influence response to those occurring later in the discussion Work from the general to the specific: Start with the broad overview type questions Add the more detailed ones later Leave sensitive issues for later / the end Use ‘everyday’ (colloquial) language Questioning moves from broad to specific Example: the role of menus when choosing wine? General Attitudes to wine generally (Broad easy to answer questions to get people talking) Do you prefer white or red? How often do you drink it? etc Probing to explore Wine consumption when eating/drinking out of home How often? Where? When? With who? What other drinks do you consider/Alternatives? How, if at all, is it different to when drinking wine at home? How do you learn about wines when out? (Spontaneous to see what gets mentioned; Do they bring up printed materials? What do they say is important?) What makes a wine appealing? On last occasion, why did you choose a particular wine? What is the Importance/Role of Menus or Point of Sale materials or Offers? Reaction to menus/restaurant offers? (Prompted reaction to specific examples) What do you think of these? Which wine would you choose/why? etc Specific Strengths and weaknesses of different Qual options: Approach Strengths / Benefits Weaknesses / Limitations Individual depth • To understand individual behaviour interviews (IDIs) • Uninfluenced opinion • To discuss a private issue • From 10 minutes to 2 hours • Not so good for creativity or idea generation • Potentially intimidating • Stronger interviewer effect as 1:1 -IDIs face to face • Easier to asses body language • Can see the whites of their eyes • Geographical bias -IDIs by Zoom, Teams, Facetime, etc • Can reach people wherever they are • Some audiences maybe more comfortable (less intimidating) • Some audiences maybe less technically comfortable – important to consider device needed (eg is a handheld accessible?) Group discussions / Focus groups • Generating ideas ‘synergy’ (2+2=5) • Can get greater honesty if in homogenous group with like minded people • Reduced moderator effect (1:8) • Groupthink and normative opinions • Difficult to assess individual behaviour • Any individual gets less airtime than in an IDI -Focus groups face to face • Discussion dynamic significantly enhanced (greater energy and synergy) • c8 attendees gives great dynamics • Can cover more topics in the time (vs virtual) • Geographical bias • Venue costs can be significant -Focus groups via Zoom, Teams, etc • Good geographical coverage • Better suits some audiences • Saves on travel time / cost • Can feel more like an individual Q&A • 6 or above impacts dynamism (smaller number of participants needed) Online Forum or Community • 2 days to 6 months • Allows for considered responses • Creates instant (and flexible) transcripts • Difficult to get spontaneous reactions • All the weaknesses of self-completion Qualitative ‘in-class’ Practical LETS DO THIS !"#$ %&'()*(*) +,-(.*/01& 2&'&/3,4 !"#$%& '%() ()# #&* %& +%&* , ! 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