International Marketing Expert Certification - Jordan by imc Research

Marketing Technology Development Training

International Marketing Expert Certification

Contents Congratulations (an introduction page) . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . The Main Sections of this book . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . The Training . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . Imc Research and Burke Institute . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . Register Now . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . Training A: Marketing â&#x20AC;&#x201C; The Big Picture . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . Applying Research & Insights: Customer, Brand, Product Course Outline and Schedule . . . . . . . . . . . . . . Testimonials: . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . Understand your customers . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . Understand your products/services . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . Understand your competitive environment . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . Segment your markets . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . Position your products/services . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . Generate new product ideas . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . Test concepts and products . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . Measure market performance and track changes . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . Decide what to advertise . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . Decide where to advertise . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . Decide how to evaluate your message . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . Evaluate you pricing and alternative pricing strategies . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . Assess demand for current and new products . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . Training Course B: Marketing â&#x20AC;&#x201C; Create a product/service . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . New Product Research: Laying The Foundation For New Product Success Course Outline and Schedule . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . Testimonials: . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . Develop an integrated new product development process from idea to launch. . . . . . . . . . . . . . . . . . . . . . Create and develop concept ideas and statements . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . Understand the key components of a new product sales forecast . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . How to meet the needs of various demographic or behavioral based segments . . . . . . . . . . . . . . . . . . . . . Assess performance of new products . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . Assess product/service trial and repeat purchase potentia . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . Make decisions concerning brand name, . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . Make decisions concerning package designs . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . Make decisions concerning positioning/repositioning . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . .

TARGET AUDIENCE . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . Management, Marketing and sales professionals . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . Market research professionals . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . Small and medium enterprise owners . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . Business and management students . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . SCHEDULES . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . SPEAKERS . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . The International Key Speakers . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . The Local and Regional Speakers . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . IMC RESEARCH . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . About us . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . Clients . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . Products . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . Research Products . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . Training Courses . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . VENUE . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . Location . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . Hotel . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . CLIENTS . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . imc Research international Clients . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . Burke training clients . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . CONTACT US . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . PRICING . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . Regular Registrations and Discounts Qualified . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . Promotion Month . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . Early Bird . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . Late Registration . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . Free Seats Qualified . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . Companies pricing /Seat . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . Sponsors: Contact our sales team . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . REGISTRATION . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . SPONSORS . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . Local Sponsors . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . Regional Sponsors . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . .

Congratulations You are about to receive the invitation of imc Research training Event at your doorstep! Choosing an advance career boosting marketing training can be exciting as it is overwhelming. This training Guide has been developed to help you seamlessly embark upon an eďŹ&#x20AC;ective, rich, world class course. Abdurahman Sharawy

The Main Sections of this book

The Training Imc Research and Burke Institute Register Now

The Course Structure

Marketing Concepts

Analysis Methods

Real Life Application

And by an Internationally recognized Trainer And by an Internationally recognized CMOâ&#x20AC;&#x2122;s + CEOâ&#x20AC;&#x2122;s

Our Community Message Top 10 reasons to why we want to support our community by providing this training and educating local and regional businesses. 1. Local Character and Prosperity In an increasingly homogenized world, communities that preserve their one-‐of-‐a-‐kind businesses and distinctive character have an economic advantage. 2. Community Well-‐Being Educating businesses at all levels build strong communities by sustaining vibrant town centers, linking neighbors in a web of economic and social relationships, and contributing to local causes. 3. Local Decision-‐Making Local business evolvement ensures that important decisions are made locally by people who live in the community and who will feel the impacts of those decisions. 4. Keeping money in the Local Economy Compared to chain stores, locally and regional operated businesses recycle a much larger share of their revenue back into the local economy, enriching the whole community. 5. Job and Wages Locally owned businesses create more jobs locally and, in some sectors, provide better wages and benefits than chains do.

6. Entrepreneurship Entrepreneurship fuels the Middle East’s economic innovation and prosperity, and serves as a key means for families to move out of low-‐wage jobs and into the middle class. 7. Public Benefits and Costs Local business in town centers require comparatively little infrastructure and make more efficient use of public services relative to big box stores and strip shopping malls. 8. Environmental Sustainability Local and regional business help to sustain vibrant, compact, walkable city centers-‐which in turn are essential to reducing sprawl, automobile use, habitat loss, and air and water pollution. 9. Competition A marketplace of tens of thousands of small businesses is the best way to ensure innovation and low prices over the long-‐term. 10. Product Diversity A multitude of small to medium businesses, each selecting products based, on a regional sales plan, on their own interests and the needs of their local customers, guarantees a much broader range of product choices for the entire Arab community.

Customer, Brand, Product Course Outline and Schedule

1Day st

08:30 AM - 08:45 AM Introduction of Participants 08:45 AM - 10:15 AM Session 1 RESEARCH FOR MARKETING DECISIONS: Identifying management's strategic and tactical decision needs and linking research response to those needs Use and abuse of marketing research in the corporate environment Framework for assessing the role of marketing research in the planning process 10:15 AM - 10:30 10:30 AM - 12:00 PM

Break Session 2

UNDERSTANDING YOUR MARKETS: Market structure analysis Market segmentation Positioning tools 12:00 PM - 01:15 PM Lunch Break 01:15 PM - 03:00 PM Session 3 UNDERSTANDING YOUR CUSTOMER: Customer segmentation Customer experience Loyalty and satisfaction Big data 03:00 PM - 03:15 PM 003:15 PM - 05:00 PM

Break Session 4

UNDERSTANDING YOUR BRAND (PART 1): Brand equity A&U studies Advertising/image research Social media

2 Day nd

08:30 AM - 10:15 AM

Session 5

UNDERSTANDING YOUR BRAND (PART 2): Brand equity A&U studies Advertising/image research Social media 10:15 AM - 10:30 AM Break 10:30 AM - 12:00 PM Session 6 UNDERSTANDING YOUR PRODUCTS/SERVICES (PART 1): Product testing Concept testing and optimization Forecasting Pricing

12:00 PM - 01:15 PM Lunch Break 01:15 PM - 02:45 PM Session 7 UNDERSTANDING YOUR PRODUCTS/SERVICES (PART 2): Product testing Concept testing and optimization Forecasting Pricing 02:45 PM - 03:00 PM Break 03:00 PM - 04:30 PM Session 8 UNDERSTANDING YOUR DISTRIBUTION CHANNELS: Shopper research In the moment research (mobile)

04:30 PM - 04:45 PM

Concluding Remarks

Testimonials:

What Past Participants Have Said About This Seminar Verbatim evaluations from participants who have attended the "Applying Research & Insights: Customer, Brand, Product" seminar.

Names of evaluators have been left out as a matter of professional courtesy. "Great. Most subjects applicable to my day to day job. Definitely worthwhile. (Speaker) wonderfully knowledgeable and articulate. Did a solid job of tailoring seminar to meet needs of attendees." Marketing Research Manager, Microsoft "Excellent. Knowledgeable, dynamic speaker." Staff Supervisor, A T & T "Extremely informative and full of useful insights." Market Analyst, PacifiCare of California "Excellent -- covered many topics in great detail. Many ideas to take back. Many examples to emphasize points." Research Analyst, Boston Edison

"Excellent overview, useful for choosing decision paths to follow when determining techniques to apply. Excellent presentation skills." Market Research Analyst, The Jacobs Group "Much more [than] what I was looking for as far as strategy applied toward marketing research." Commercial Analysis, GlaxoSmithKline "The seminar content was excellent. It opened my eyes to a great deal of possibilities with research." Research Director, Sprout Marketing "Good Content. Comprehensive." Senior Manager, Ortho-McNeil Pharmaceutical "The content was directly relevant to upcoming projects. Timely, useful and easy to understand." Manager, Market Research, Baxter BioScience

Understand your customers

Understanding customers is the key to giving them good service. To give good customer care you must deliver what you promise. But great customer care involves getting to know your customers so well that you can anticipate their needs and exceed their expectations.

To understand your customers well, you need to be attentive to them whenever you are in contact with them. The potential rewards are great: you can increase customer loyalty and bring in new business through positive word-of-mouth recommendation.

Understand your products/services

Understanding your competitive advantage is critical. It is the reason you are in business. It is what you do best that draws customers to buy your product/service instead of your competitor's. Extremely successful companies deliberately make choices to be unique and diﬀerent in activities that they are really, really good at and they focus all of their energy in these areas.

Knowledge is power and for retailers, product knowledge can mean more sales. It is difficult to effectively sell to a consumer if we cannot show how a particular product will address a shopper's needs. Read on to learn some of the benefits of knowing the products you sell

Understand your competitive environment

Only a percentage of the general population will buy your products or use your services, so the more accurately you can focus on them, the less your eﬀorts will be wasted. It is a good idea not to aim too widely with your targets, to avoid spreading your resources too thinly.

Segment your markets

This training aims to explain the basics of how to sort your customers into groups. It can help you understand what your customers really want and what you can oﬀer them. It also explains how grouping your customers into market segments is a good foundation for winning and keeping proﬁtable customers.

Position your products/services

Positioning is marketing strategy that aims to make a brand occupy a distinct position, relative to competing brands, in the mind of the customer. Companies apply this strategy either by emphasizing the distinguishing features of their brand (what it is, what it does and how, etc.) or they may try to create a suitable image (inexpensive or premium, utilitarian or luxurious, entry-level or high-end, etc.) through advertising.

Generate new product ideas

Generating new product ideas is a must for any business. New products are what keep established businesses proďŹ table and allow businesses to boom. There are a number of ways to generate new product ideas. Consultants often charge a hefty fee to brainstorm product ideas for businesses. However, anyone can generate new product ideas for free by being observant and creative and simply asking for them, in this training g you will learn to create new product/service ideas.

Test concepts and products

Few business activities are as costly and risky as introducing new products. Only a small portion of new products are truly successful. For the rest, the most salient feature is often the cost of the products to their creators, either in money or, in some cases, reputation. Unfortunately, many companies fail to conduct suﬃcient market research during product development. Product concept testing is an essential tool for managers/Business owners who must bring deliver the product/service to the market. Therefore; the need to conduct research throughout their development eﬀort to ensure they are developing solutions for relevant problems, understand customer requirements, and are emphasizing valued features. During this training you should learn how to carry out such tests.

Measure market This is accomperformance plished by focus on the and track alignment of marketing activities, strategies, and metchanges rics with business goals. It

involves the creation of a metrics framework to monitor marketing performance, and then develop and utilize marketing dashboards to manage marketing performance.

There are thousands of techniques available for creating effective advertising messages. However, the vast majority of effective advertising campaigns share main common characteristics. By paying attention to your would-be customers, what they need, and how you can benefit them, you can create an advertising message that speaks directly to them and provides them with the motivation to buy your product and service, as well as establishing your brand within their minds. In this training you Will earn to use such tools and measure their results.

Decide what to advertise

Marketing – Laying the Foundation for New Product: Create a product/service Course Outline and Schedule

1Day st

08:30 AM - 08:45 AM Introduction of Participants 08:45 AM - 10:30 AM Session 1 NEW PRODUCT DEVELOPMENT PROCESS & MARKET DEFINITION:• The steps and stages in the new product development process • Research needs during the various stages in the product life cycle and the applicable methodologies •Market deﬁnition process, market structure and segmentation 10:30 AM - 10:45 AM Break 10:45 AM - 12:30 PM Session 2 IDEA GENERATION: • Sources of new product ideas • Consumer and expert-based approaches to idea generation: ethnography, co-creation qualitative, outcome-driven opportunity identiﬁcation, etc. • Role of the customer and the marketer in ideation • Workshop on creating an ideation research plan 12:30 PM - 01:45 PM Lunch Break 01:45 PM - 03:00 PM Session 3 CONCEPT EVALUATION: • Concept screening system attributes, and sequential-monadic designs • Elements of successful concept testing • Key considerations in presentation and evaluation of new product concepts • What to include in a concept statement, workshop on concept statement writing, how to design a concept test study and the questionnaire, how to interpret the results • The purchase intent question and the relationship between purchase intent and purchase behavior • Considerations for online testing: some problems with traditional concept testing • Naming research 03:00 PM - 03:15 PM Break 03:15 PM - 05:00 PM Session 4 CONCEPT/PRODUCT OPTIMIZATION: • Conjoint analysis: what it is, when to use it, how to use it • Case studies using conjoint analysis • Alternatives to conjoint analysis • Variety optimization using TURF • Price optimization

New Product Research: Laying the Foundation for New Product Success

2 Day nd

08:30 AM - 10:30 AM

Session 5

CONCEPT/PRODUCT POSITIONING: • Strategies for positioning new concepts and existing products • Use of perceptual mapping and related techniques in positioning research • Comprehensive case study illustrating positioning a new product based on factor analysis 10:30 AM - 10:45 AM Break 10:45 AM - 12:15 PM Session 6 PRODUCT TESTING: • Key decisions in product testing • Interpreting product test data • Packaging research • Product test designs for evaluating one, two or multiple products

12:15 PM - 01:30 PM Lunch Break 01:30 PM - 03:00 PM Session 7 FORECASTING: • Steps in planning a test market, data sources and key measurements • Simulated test market models (STM's), how they work and when to use them • Key components in a volume forecast; forecasting principles • Common sources of error • Workshop on designing a forecasting research plan 03:00 PM - 03:15 PM Break 03:15 PM - 04:30 PM Session 8 LAUNCH MANAGEMENT • Pre-launch checklist • Role of marketing research after product launch • Sales and consumer tracking • Growth strategies • Research for mature and declining products 04:30 PM - 04:45 PM

Concluding Remarks

Testimonials:

What Past Participants Have Said About This Seminar Verbatim evaluations from participants who have attended the "New Product Research: Laying The Foundation For New Product Success" seminar. Names of evaluators have been left out as a matter of professional courtesy. "Excellent! I was very impressed with the volume of information presented and the way in which it was presented (examples, speciďŹ c recommendations). Excellent speaker." Market Research Manager, Meridian Bioscience "Excellent! Very comprehensive. Decision oriented rather than theory oriented. I have a much clearer understanding of techniques that I had only partial (or erroneous) knowledge. Content very complete ... covered all the topics I need. I'm very glad it included ideation and conjoint. Outstanding speaker - knowledgeable, interesting, dynamic." Assistant Marketing Research Manager, Pillsbury Company "Excellent - provided ideas and methodology that I would implement. Speaker - excellent command of subject." Director, Jimmy Dean Co.

"Fantastic and on-track! The manual will be a great addition to our reference library! Priceless! So well laid out. Speaker excellent, interesting - on-track." Product Researcher, Midmark Corporation "Excellent ... grand overview; (speaker) . . . excellent preparation and presentation. Tremendous background and experience. Made the seminar invaluable. Seminar manual will be utilized by our staďŹ&#x20AC; as a reference." Senior Market Research Analyst , Sprint "Excellent! Everything you always wanted to know (and needed) about research for new products but were afraid to ask. Thorough/relevant/real case studies. (Speaker) ... high energy level, technical expertise and obviously a big, big commitment to marketing research. Outstanding presentation skills." Brand Research Manager, Procter & Gamble "Very detailed and thorough discussion of techniques and tools for new product development. Very targeted on entire process." Sr. Market Research Analyst, Nicor "Another wonderful seminar that I found very helpful. What I need to know." Market Research Analyst, Northeast Utilities

Decide where to advertise To be successful in advertising in today’s global market, many marketing teams must change their views of advertising. The old advertising model had three distinct concepts. The first was the idea that a “mass market” exists and can be reached through effective broadcast advertising. Second, the old model suggests that segmentation based on demographic factors such as age, income, gender, and education is sufficient to be able to create effective ads. Third, with enough repetition and reach to the mass markets, favorable impressions can be made. An analysis of the typical advertising budget using the old model shows the majority of advertising dollars spent on network television aimed at a mass audience with the goal of building brand equity, whereby consumers are led to believe that a given product or company has a distinct advantage in the marketplace. This perspective views brand awareness as the key, because it is the first step toward higher levels of brand equity. Therefore, advertisers felt regional and local advertising was not necessary. They were also not very interested in other media channels. A revised view of advertising suggests a mass-appeal ad is not likely to be effective. Further, merely knowing a target market’s demographic makeup is not sufficient, and using only network television does not automatically result in brand awareness, brand equity, and brand loyalty. The new method of advertising campaign development is based on the idea that it takes a more integrated approach based on an in-depth understanding of the target market. In addition to demographics, it is essential to know the lifestyles of the members of a target market, how these consumers think, what their opinions are, and to have a solid understanding of their media habits. This new approach emerged when consumers became more sophisticated as they became exposed to a greater number of media outlets. Increased clutter created a highly refined ability to tune out ads and messages. To counter this tendency, the advertising agency chooses spots, magazine placements, newspaper sections, Internet links, and billboard locations based on the customer’s strongest interests. In those situations, the individual is more likely to listen to, watch, or read an ad and actually process the information. The old method is simply “zapped” too easily, as consumers become increasingly better at ignoring mass appeal approaches. Increase your understanding in consumer behavioral advertising in this training.

Decide how to evaluate your message

There are two types of research, customized and syndicated. Customized research is conducted for a speciﬁc client to address that client’s needs. Only that client has access to the results of the research. Syndicated research is a single research study conducted by a research company with its results available, for sale, to multiple companies. Pre-market research can be conducted to optimize advertisements for any medium or media vehicle: radio, television, print (magazine, newspaper or direct mail), outdoor billboard (highway, bus, or train), or Internet. Diﬀerent methods would be applied to gather the necessary data appropriately. Post-testing is conducted after the advertising, either a single ad or an entire multimedia campaign has been run in-market. The focus is on what the advertising has done for the brand, for example increasing brand awareness, trial, frequency of purchasing. Pre and post tests are frequently used tools by marketers to assess the advertisement message and campaign metrics, learn how to conduct them and utilize their results.

When launching a product for the ﬁrst time, pricing is one of many topics that has to be addressed. However the majority of pricing changes are for products that are already in-life. In some markets this cycle is spread over many years and in very competitive markets sometimes it can all happen in a single day. At the start of the pricing cycle an initial audit should pull together all the available data and insights. The pricing objectives should be relatively straight forward and ﬂow from your company strategy. The next challenge is to select one or more pricing strategies and then the appropriate pricing structures and price levels to meet the objectives. In many instances these will already be well understood and what's required is just a tweak to the current pricing levels. Finally once the pricing has been approved by the business it must be implemented and the cycle can begin again.

Assess demand for current and new products

Evaluate you pricing and alternative pricing strategies Demand forecasting is the activity of estimating the quantity of a product or service that consumers will purchase. Demand forecasting involves techniques including both informal methods, such as educated guesses, and quantitative methods, such as the use of historical sales data or current data from test markets. Demand forecasting may be used in making pricing decisions, in assessing future capacity requirements, or in making decisions on whether to enter a new market.

Develop an integrated new product development process from idea to launch. From ideas generation for new and modiďŹ ed products, to assessing how these ideas ďŹ t with your strategy, market position and skill, researching the market, assessing customer requirements and sales potential; identifying key risks and planning your marketing strategy. And till the last step of continually monitoring the product's success and looking for opportunities to further developing the product in this lecture you will learn all about the new product development process.

Create and develop concept ideas and statements A concept statement clariďŹ es an idea or design in words. Such statements are often used as part of a business plan or when proposing an idea to an investor or potential partner. The entirety of the business or product is summed up in just a few sentences, yet enough details are provided to give audiences a comprehensive understanding of the idea. A well-written concept statement allows the listener to have a clear visualization of the business.

Understand the key components of a new product sales forecast A new product mortality curve can be determined for any company or business unit with a number of new products that have been previously commercialized. Prior development cost and time data can be used to estimate budget and schedule, while success in the marketplace can be used to establish proﬁtability risk patterns. Any marketer should understand using this course how to forecast their own new product.

How to meet the needs of various demographic or behavioral based segments Segmentation, targeting, and positioning together comprise a three stage process. We first (1) determine which kinds of customers exist, then (2) select which ones we are best off trying to serve and, finally, (3) Implement our segmentation by optimizing our products/services for that segment and communicating that we have made the choice to distinguish ourselves that way. Understanding customers through qualitative methods starts other way around. Each segment is examined after identifying the purchase weight of the major customer groups. Gain a deeper understanding attending this comprehensive course.

Assess performance of new products An important part of the front end work necessary for product development is evaluating the new product concept in ﬁnancial terms as a business proposition. Once this business analysis has been performed the estimates of the new product's future ﬁnancial performance become objectives against which to compare the product's subsequent actual market performance and determine whether it is successful or not, and, if so, to what degree. Imc Research found that two-thirds of all companies measured new product performance and nearly twothirds used more than one measure of success. During this course you will learn how set your own measures of success.

Make decisions concerning brand name In the modern societ y brands not only represent the product or company but also have a strong association with perceived quality, consumers’ life style, social class, taste etc. The purpose of this training is to create a deeper consideration of what inﬂuence a brand name can have, when people go for purchasing, choose the products between diﬀerent brands. Moreover, this training also tries to explore the relation between brand names and the consumer decision making process.

Make decisions concerning package designs Consumer market grows rapidly every year and the number of competitors among different types of products and goods increases steadily. To standout against competitors, every company tries to invent something new and to get the competitive advantage for providing the product to the end customer. One of the marketing tools that has become popular and important is packaging and packaging design which allows companies to be different from each other and to have more priorities among competitors. This has become a reason why nowadays there is a big variety of design packages on the supermarkets’ shelves. Learn how to perform the right analysis that identifies successful packaging.

Make decisions concerning positioning/repositioning Positioning is the brand consideration by consumers when compared to other competing brands. Positioning is based on product features such as color, price, fluffiness, quality of service, innovative approach, etc. Re-positioning is when you want your brand to be considered/associated with different features. For example, KIA cars has repositioned themselves from being some brand into being a cool brand .. Cadillac has repositioned themselves from being classical car for the rich and old into more affordable elegant car ... Oldsmobile has tried to reposition themselves as "not your father's car" but it was unsuccessful repositioning. Re-positioning is quite lot more difficult and expensive compared to initial positioning. You know the saying 'only one chance to make first impression' also applies to the world of branding.

TARGET AUDIENCE Management, Marketing and sales professionals: CEOâ&#x20AC;&#x2122;s and CMOâ&#x20AC;&#x2122;s Marketing head of departments Marketing Managers Brand experts Marketing teams Sales professionals

Market research professionals:t

Research analysts Research managers Research Directors Owners and management of market research companies

Small and medium enterprise owners: Small business owners Medium business owners

Business and management students

SPEAKERS

Dr. Zahorik is responsible for conducting seminars on various aspects of research meth-

odology as well as speciďŹ c applications of quantitative methods in marketing research, such as customer satisfaction measurement, advertising testing, and market segmentation. In addition to his role as a seminar leader, he works as a marketing consultant to a variety of industries including telecommunications, banking, hospitality, book publishing, advertising, construction equipment, food processing, airlines, oil drilling, pharmaceuticals, and for the U.S. Government.

The international Key Trainer Before joining the Burke Institute, he served for twelve years as a member of the marketing faculty of Vanderbilt University's Owen Graduate School of Management, where he presented executive seminars on marketing management, marketing planning, measuring advertising effectiveness, and measuring customer satisfaction. In addition to teaching at Vanderbilt, Dr. Zahorik served as the assistant dean of the Owen School and has been a mathematics professor at Ithaca College and a member of the faculty of Cornell University's graduate school of management. Throughout his career he has been acclaimed for his ability to teach technical subjects to both technically and non-technically oriented students. As a member of the marketing faculty at Vanderbilt, he won every teaching award offered by the Owen School. Dr. Zahorik has done extensive consulting, research, and publication in the area of customer service, customer satisfaction and the impact of service quality programs on corporate profits. He is the coauthor of two books on these topics, Return on Quality: Measuring the Financial Impact of Your Company's Quest for Quality and Service Marketing. His co-authored article on return on quality published in the Journal of Marketing won the Alpha Kappa Psi Foundation Award for "the most significant contribution to the advancement of the practice of marketing", and in 2007 was recognized by INFORMS Society for Marketing Science as one of the top 20 most influential articles of the past 25 years. The selection was made by marketing practitioners, who chose the 20 most influential articles from the 100 most-cited articles of the last 25 years. His academic qualifications include the M.B.A. and Ph.D. degrees in Business Administration with specialization in Marketing, Quantitative Methods and Operations from Cornell University as well as an M.A. in mathematics from the University of Illinois at Urbana. He is on the Editorial Board of the Journal of Service Research and the Editorial Review Board of the Journal of Marketing and reviews articles for other academic publications. He has also published articles in numerous publications, including Management Science, the Journal of Consumer Research, the Journal of Healthcare Marketing, and the Journal of Retailing and has presented papers at many professional meetings and conferences in the U.S. and in England. Dr. Zahorik is also a member of the Corporate Advisory Board of the Department of Marketing of the R.H. Smith School of Business at the University of Maryland.

About us

imc Research is a syndicated intelligence corporate with leading market positions in custom research and research technologies and recognized innovative research products design, online intelligence, business intelligence and media research. Our clients rely on imc Research insights and analysis for their business growth and future regionally & globally. imc Research provides a spectrum of world class consulting services in market research. We oďŹ&#x20AC;er our clients authentic information gathered from using research methodologies hiring the most internationally recognized research consultants to tackle the worldâ&#x20AC;&#x2122;s most sophisticated business issues. Imc Research was founded with the vision of producing innovative and cutting edge market research models that enable researchers of helping people enjoy life more by rising and deploying understanding. To realize this vision, we are developing evolutionary building blocks - starting with aďŹ&#x20AC;ordable data collection tools and their associated subsystems. To retain and build the team necessary for these developments, imc Research is fostering a corporate culture that attracts and retains creative, practical, and energetic associates who are driven to "make life happen".

International Clients

Some of our client portfolio internationally

Products Research Products

Advertisement Concepts

Advertising Concepts Before committing to a major media buy, companies often wish to check the reaction of potential recipients of the advertising. These reactions can be tested at several stages of the creative development cycle. When the idea is young, it can be tested as a "concept statement" which is a succinct paragraph describing the key messages. As the idea proceeds to actual renderings, various options can be tested to see which one produces the best results. It is often desirable to test the various underlying messages' appeal to make sure that the messages themselves are on target (e.g. you can have an ad which communicates unimportant messages very well.

When companies advertise their goods and services, they are often interested in measuring the effect that the communications have on their intended audiences. Two types of measurements are generally referred to as "advertising tracking." The first is a one-time assessment of an individual ad's performance. This measurement normally begins with a "baseline" reading on awareness and perception prior to the ad's release. Immediately following the "flight," another, similar wave of research is conducted and the results are compared to the baseline. In a large enough sample, changes in awareness and perception can be traced to the effect of the advertisement (assuming nothing else has radically influenced the market). The second type of advertising tracking study traces the long-term effect of the communication plan. This is referred to as "longitudinal" tracking. Companies find this type of research useful because, over time, the general effectiveness of any specific advertisement begins to diminish. The life cycle of an ad's effectiveness can be mapped, and at the correct time it can be replaced with new material to revitalize" the communication of the desired messages

One of the most basic, exploratory forms of marketing research is the AAU (Awareness, Attitude and Usage Study.) This type of survey is used to assess the general state of the market for a particular brand, product, or service. These surveys can draw on the opinions of both consumer and/or business customers. Awareness is almost always tested first in this type of study (otherwise the respondents would be biased by other information being gathered.) Awareness is tested in both unaided and aided forms. Unaided awareness consists of all the brands, companies, product names, etc. that the respondents can think of on their own. In a quick, reactive type survey this measurement of awareness is also called "top of mind" awareness. Aided awareness is then tested by reading a list of pertinent brands, products, etc. and asking the respondent to state which ones they have heard of (not including the ones already mentioned.) Total Awareness is usually given as the sum of unaided plus aided awareness. Attitudes are the opinions associated with the brands, products, etc. that are being tested. The attitudes towards the brands can help determine strengths or "equities" (which should be preserved) and weaknesses (that should be corrected.) Usage patterns, which are a subset of the demographic profile, help reveal the how the respondents are interacting with the brand, product or service. This is particularly important as a comparative measurement against the attitudes -- e.g. Do heavy users have different opinions or priorities than the occasional users? Other demographics, such as gender, age, income, etc. also help to isolate particular groups that are particularly good (or bad) prospective customers

Image

Advertising Tracking

Awareness, Attitude and Usage

Brand Equity

are those attributes associated with a brand which can be considered assets for the company. Like any form of assets, brand equities are usually purchased for a price. Years of advertising, promotion, quality and customer service can form a lasting impression of the brand that create unique and diﬀerentiating competitive advantages in terms of consumer recognition and good will. Equities fall into two distinct categories: "abstract equities" and "tangible equities." Abstract equities are those attributes of the brand, product or service that exist in the mind of the customers. Examples of abstract equities include perceptions of "high quality," "trust," "performance," etc. Tangible equities are the physical manifestations of the brand including design elements such as packages, logos, typefaces, colors, characters, etc. [See Packaging Tests] Before making major design or positioning changes, many ﬁrms like to research what their current equities are and then assess what would happen if changes are made. Moving too rapidly to a new look or corporate personality can disenfranchise current customers and wash away advantages derived from awareness and long-term brand associations.

Brand Positioning

Brand positioning refers to the strategic way in which the brand's image is conveyed to customers. Positioning helps to create a unique, differentiable rationale for the purchase of your products or services versus a competitor's. Examples of various positioning strategies include messages such as: "Value Brand," "High End Brand," "Known for Customer Service," "High Quality," "Technology Leader," etc. Positioning is usually driven by three things: 1) Management Desires, 2) Market Needs, and 3) Competition within the market segment. Management desires often involve the way that the company's leadership would "like" the market to perceive them (e.g. good value, high quality, on-time, etc.) Research can provide a picture of customer perceptions that reflect how well the market's opinion of the brand match those of management's desires. Specific areas of strengths and weaknesses can be identified for corrective action. Market needs can be identified as gaps between desired product and service characteristics (market ideals) and those currently available. Measuring these "need gaps" can help to identify new positioning opportunities. Current competitive positioning is also very important to bear in mind when evaluating your own brand position. It is usually safer, more productive and less expensive to assume a unique position in the market than one that is very close to another competitor. This is particularly true when the other competitors are well established. Research can be used to produce a "brand map" of the market which shows the key competitors' current perceived positions.

Brand Tracking

Competitive Analysis

Like other forms of tracking studies (sometimes referred to as longitudinal studies), brand tracking measures changes in the market over time.

One of the most frequently requested types of information that companies desire is insight into the competition they face.

Examples of these changes might include things like new product introductions, new competitors, advertising campaigns, public relations initiatives, articles in the press, etc.

Competitive comparisons are built into most types of studies. Two major forms of competitive analysis are 1) Competitive Intelligence and 2) Market perceptions of competitors. Competitive intelligence is the gathering of all types of hard data on a competitor from both published and unpublished sources. An example of published sources might include a scan of the Internet for company facts, credit history, new product announcements, etc.

With each successive change, how people perceive one brand versus another may be subtly impacted. Companies track their brand's positioning for many reasons...to keep the brand contemporary, to counter competitive actions, to create marketing communications plans and to provide a feedback mechanism on long-term strategic positioning plans. Often a long-term brand tracking study will begin within an [Awareness, Attitude and Usage] study, to provide a baseline reading, then the brand's position is tracked over time.

Business-to-business

Business-to-business research differs in several key ways from general consumer research. First, the target audience for a business-related product is generally more sophisticated and better informed about a particular class of products than a typical consumer. Second, the purchase decision may be spread out among more people in the business setting -requiring the researcher to determine the level of purchase influence that various respondents may have. Third, the business market is usually more timeconscious than the general consumer -- necessitating rapid, to-the-point survey techniques. imc Research offers many ways in which businesspeople may be surveyed, including methods with high entertainment value and time-savings. Contact us for a detailed proposal designed to meet your specific needs.

Unpublished sources might include interviews with employees and or the trade press to determine the direction of product or service development before it is oﬃcially made public. Market perception competitive studies are usually done to ascertain the competition's strengths and weaknesses with regard to the consumer's desire to do business with them.

Customer Satisfaction

A key goal in marketing is to keep the current customer base satisfied and enthusiastic about your products and/or services. Research can be used to test the relative levels of satisfaction with your offerings versus those of your current competitors. In addition, gaps in satisfaction between what is currently available and what the "ideal" product or service would be can identify areas for new product development and/or competitive differentiation. After a baseline study is completed, the study can be repeated on an on-going (or longitudinal) basis. This process will help keep customer satisfaction at the forefront of the corporation's attention and provide more immediate feedback as to potential problems. Results from these studies can uncover problems that, if corrected, will result in the greatest net gain in satisfaction. imc Research offers numerous ways of conducting customer satisfaction research. A detailed, customized proposal can be produced according to your needs and specifications

New Products

Getting customer feedback for the development of new products is a vital role of marketing research. In general, there are three distinct phases of new product development in which research can be useful: 1) Determining market requirements, 2) Testing features and design alternatives and 3) Measuring aspects of market feedback related to commercialization. Determining the market requirements involves determining the gaps between what is currently available and what customers' ultimately desire. In addition, market requirements research attempts to determine how much better a new product must be in order to be perceived as good enough to switch. “Finally, this stage of research can be used to determine overall reactions to a new product concept and get a preliminary read on market potential for the product or service. During the design phase of the product or service, frequent iterations of testing with potential customers can provide valuable feedback to the design team. Feature testing, in-home studies and focus groups can be used to answer questions from the consumers' standpoint. Prior to launch, [positioning], [competitive analysis], [product feature evaluation], [pricing], [packaging, design and name testing] and other studies may prove useful to product management.

Packaging, Design and Name Testing imc Research believes in the use of sensation transference techniques for testing packaging. Sensation Transference: The phenomenon related to how people make judgments on an "object's" attributes, based on the context in which the object is presented.

Pricing How to price products and services is of critical interest to many of imc Research clients. Three methods are traditionally used in assessing pricing strategies: 1) Comparative Worth Analyses, 2) Part-Worth Modeling and 3) Conjoint Analysis Comparative worth analyses work on the premise that if you know the value of an existing competitor's products or services, and you can measure the approximate difference in perceived worth between that competitor's product desirability and your own, then you can establish a relative price position that should be stable over some period of time. For instance if people perceive your product as producing 20% more of a sense of value than your competitor -- you should price your product or service 20% higher than theirs. If they drop their prices, you should take up a new position 20% above their new price point. PartWorth models use regression to identify individual features that add to the sense of product value. These models work by "adding up" the sum of the individual parts to approximate the relative value that one company's products or services has versus another's. Again, you use these relative price positions to peg your prices to the competition. Conjoint, or tradeoff analysis, is a method by which respondents consider alternatives and state a likelihood of purchase or preference for each alternative. As the respondent continues to make choices, a pattern begins to emerge which, through complex multiple regression techniques, can be broken down and analyzed as to the individual features that contribute most to the perception of value. The measurements of the value contributed by the component parts are given in relative units called "utils. " Conjoint analyses produce several types of information. First, they tell us what features (and levels of features) are most valued by the customers. Second, they allow us to model how likely people will be to purchase various configurations of products, the share of revenue that the product most likely will receive and what role price plays in the assessment of acceptability. Adaptive Conjoint Analysis™ is a computer-based form of conjoint that "learns" as the respondent makes choices -limiting the overall number of choices that have to be presented in order to calculate accurate utilities. ACA™ can be included as a module in disk-based surveys or can be run on its own as a stand-alone test.

Discrete choice conjoint is similar to regular conjoint except that, in addition to speciﬁc product conﬁgurations that we wish to test, the respondents are also allowed to choose "none" of the options. This form of conjoint is helpful when trying to measure the actual unit volume of products that people will most likely purchase.

Product Feature Evaluation Assessing the value of specific features and how much people will be willing to pay for new functions or benefits is of tremendous interest to product managers. Many of the same techniques used to evaluate pricing can also be used to judge the relative impact of features on overall perceived value. In particular, imc Research prefers to use conjoint analysis for this type of study. Conjoint, or tradeoff analysis, is a method by which respondents consider alternatives and state a likelihood of purchase or preference for each alternative. As the respondent continues to make choices, a pattern begins to emerge which, through complex multiple regression techniques, can be broken down and analyzed to reveal the individual features that contribute most to the perception of value. The measurements of the value contributed by the component parts are given in relative units called "utils." Conjoint analyses produce several types of information. First, they tell us what features (and levels of features) are most valued by the customers. Second, they allow us to model how likely people will be to purchase various configurations of products, the share of revenue that the product most likely will receive and what role price plays in the assessment of acceptability. Adaptive Conjoint Analysis™ is a computer-based form of conjoint that "learns" as the respondent makes choices -limiting the overall number of choices that have to be presented in order to calculate accurate utilities. ACA™ can be included as a module in disk-based surveys or can be run on its own as a stand-alone test. Discrete choice conjoint is similar to regular conjoint except that, in addition to specific product configurations that we wish to test, the respondents are also allowed to choose "none" of the options. This form of conjoint is helpful when trying to measure the actual unit volume of products that people will most likely purchase

Segmentation Segmentation analysis is frequently used to identify potential target customer groups in a market. Segmentation may be performed on either feature-based, attitudinal, behavioral or demographic data using many diﬀerent multivariate clustering techniques. The type of technique used generally depends on the nature of the data and how the clusters are to be interpreted. In general, segmentation helps you to break up the market into groups of customers who tend to view things similarly. For instance, within a given market there may be a group of people who are particularly price sensitive or who are interested in the latest technology no matter what it costs. By isolating and identifying these various groups, research can provide the marketing manager with several important tools: "Market dimensionalization" is a term used to describe the mapping of the key issues that inﬂuence people -- such as "cost," "brand consciousness," "techno-phobia," etc.

This helps the manager to determine what things are most important in the market. "Segment sizing" shows how large the various groupings of people are. (If segments are very small it may be hard to market to them.) "Communications profiling" gives the manager insight into the key messages that can be used to reach any one specific segment. These messages can be compared to the customer's current perceptions of the product or service to determine how good a fit there is for marketing to any one specific segment.

Software User Interface Testing

Concept and Content Testing

Navigation and Functionality

Before beginning the in-depth testing of the software itself, we are frequently asked to assess the overall concept of the system. Questions frequently asked include: "Does this type of program interest you?" "Would you use it?" "How do you think it would work?" These questions are useful not only in determining overall interest in the product or system, but also as a way to calibrate the responses from individual respondents.

After assessing the respondent's initial reactions to the product, we generally begin the in-depth testing part of the procedure. This entails having the respondent step through a series of predetermined task assignments that are designed to show various areas of functionality withinm the software. These tasks are done with a minimum of guidance from the test moderator, whose role is to encourage the respondent to talk through their rationale and decision-making process. The value of these exercises comes from the observation of the strategies that people employ when attempting to use the software. "What do they do first?" "What is their logic?" "From the respondent's viewpoint, do things work in a logical and consistent way?" "If they make an error, what is the 'recovery' strategy?" "Does the system provide the experience that they had thought it would?" "Was it clear and intuitive in the way it operates?" "Do they use the tools provided (e.g. "help," etc.)? " In addition to the functionality of the software, the ability to navigate, or move from area to area is also generally a part of this testing. "Can the respondent get to the place where they wish to be?" "Do they seem to know where they are at all times?" "Is there a clear method for going back or undoing mistakes? " During the observation it is common to observe different user personalities. "Is the respondent aggressive or passive? " "Do they like to explore different options and functions or do they want immediate results? " "Are they problem solvers or do they give up at the first sign of trouble?" All of these traits will help determine how the software design will play in the open market with various user types.

For example, an initially negative respondent who turns out to be extremely enthusiastic demonstrates a greater shift in attitude based on demonstration than one who is positively predisposed to begin with. In addition to the overall concept, speciﬁc areas of content are also of interest to many of our clients. "Which of the apparent functions appeal to you most?" "What do you think you would explore ﬁrst? Why?" "Are there things that you think you might avoid initially? Why?" By getting a sense of the overall content reaction, we can begin to develop a hypothetical hierarchy of content importance.

User Interface Graphic Communications A separate area that we are often asked to explore is the user interface's graphic communication. This entails soliciting comments on the overall "look and feel" of the product. Various attributes that the software might communicate simply from its look and layout include things like: "More for business," "More for expert computer users," "More for Novices," "Hard to learn," "Useful," "Seems game-like," etc. Respondent input regarding ease of reading, clarity of images, degree of "clutter," etc. can be elicited. (Note: Feedback from respondents, who are not trained UI developers, should be weighed with caution against their ability to provide meaningful feedback.)

Iconology A specialized area of exploration includes the testing of icons for recognizability and meaning. Respondents can be asked to describe the anticipated action resulting from engaging a particular icon. In addition, the test moderator can ask the respondent to identify the symbols or characters used in the icon itself -- and to interpret their meaning. In this type of testing, it is often wise to present several options for any speciďŹ c icon in order to test the range of comprehension, (e.g. is the entire concept hard to grasp or is it just the selection of one icon symbol versus another that makes it hard to understand?)

Usability Testing

In order to understand how customers will respond to new software versions or software and Web site changes, many companies are undertaking User Interface (UI) Research and Usability Testing. imc Research possesses the expertise needed to conduct UI Research and Usability Testing which will allow clients to quickly monitor, evaluate and reďŹ ne new and existing services or products. This testing allows both developers and marketing staďŹ&#x20AC; within a company to view real-time customer reaction to their software designs or actual prototypes. Interview segments for UI testing include "Concept and Content", "Navigation and Functionality", "User Interface Graphic Communication", and "Iconology". Each of these topic areas are further outlined in the "Types of Methodologies We Use" section of this web site.

WWW Site Evaluation imc Research's Beta Web site evaluation service provides you the opportunity to improve your Web site before it is posted to the Internet community. We have several options to test a Beta Site. In our Web Panel Evaluation, we will send a representative sample of our Web panel members to visit your new site (which is located in a password protected area). After examining your site, our panel members will answer an online questionnaire which examines what they think of your Beta site and how it can be improved. The survey will contain our standard SurveySite questions and additional ones which will probe how your Beta site can be improved to increase visitor satisfaction. We will even provide normative scores which will tell you how your Beta site compares to others we have tested.

For most Web sites we include the following qualitative questions. 1) Overall reaction to the new Web site 2) Reaction to specific design/usage features (ease of use, organization etc) 3) Reaction to specific parts of the Web site 4) Sources of visitor frustration, boredom, confusion etc. 5) Parts of site most enjoyed/least enjoyed 6) Parts of site found most useful/least useful 7) Expectations 8) Likelihood of repeat visit 9) Suggestions for improvement Don't wait until your site is posted on the Web to find out what visitors think. Call us and we will tell you more about how our Beta site evaluation service can improve the effectiveness of your new Web site.

Training Courses

Why

Through courses, workshops and seminars based on our proven methodologies imc Research will strengthen and support the professional skills of those engaged in market, marketing and social research.

We are committed to raising and maintaining high professional standards in the quantitative, qualitative and social research industry.

W e provide our customers with data, information, guidance and far more. Imc Research strives to become a valued business partner who focuses on ďŹ nding and implementing solutions to the most critical problems facing our clients today. We give our customers a competitive edge.

Imc Research is one of the few international research and consulting ďŹ rms in the world to specialize in closing the gap between the theoretical conceptualization and practical marketing application. Imc Research has helped companies for all sectors understand and accurately predict marketplace behavior.

COURSES A

A Guide to Online Qualitative Techniques Research in Action - MRS Summer School Advanced Client Relationship Management Advanced Moderating Skills Advanced Qualitative Thinking Advanced Semiotics Advanced Thinking in Quantitative Research Researching Advertising Qualitative Analysis Quantitative Analysis

Being a Consultant Building Client Relationships

Researching Children and Young People Advanced Client Relationship Management Building Client Relationships Winning New Clients in a Recession Developing Effective Clientside Roles Enhancing the Value of Clientside Research Online Panels & Communities Confidence Intervals and Significance testing in Non-standard Situations Being a Consultant Market Research - A Cook’s Tour Creating Presentations with Impact Creative Writing for Researchers

Impact of Data Protection on Research Effective Depth Interviewing Survey Design Effects in Market Research Developing Effective Clientside Roles Researching Disabled People

Eﬀective Depth Interviewing NLP for Excellence in Elicitation Employment Law Enhancing the Value of Clientside Research Essential Skills in Marketing Essentials of Qualitative Research Essentials of Quantitative Research Essential Skills in People Management Ethnic Research Extending Moderating Skills

Facilitation Skills

Idea Generation

Health & Safety

Idea Generation Impact of Data Protection on Research Inﬂuence and Impact International Research Eﬀective Depth Interviewing Introduction to Qualitative Research Introduction to Quantitative Research Introductory Moderating Skills Introductory Statistics

Employment Law Leading for High Performance

Market Research - A Cook’s Tour Essential Skills in Marketing Social Media and Market Research Mobile Research - Webinar: Part 1 of 2 Mobile Research - Webinar: Part 2 of 2 Introductory Moderating Skills Extending Moderating Skills Advanced Moderating Skills

NLP and Excellence in Market Research NLP for Excellence in Elicitation

A Guide to Online Qualitative Techniques Online Panels & Communities

Online Panels & Communities Essential Skills in People Management Leading for High Performance Writing Winning Pitches and Proposals Presentation Skills Creating Presentations with Impact Pricing Research

Essentials of Qualitative Research A Guide to Online Qualitative Techniques Introduction to Qualitative Research Advanced Qualitative Thinking Reﬁning Skills in Qualitative Research Qualitative Analysis Introduction to Quantitative Research Essentials of Quantitative Research Advanced Thinking in Quantitative Research Quantitative Analysis Questionnaire Design

Reﬁning Skills in Qualitative Research Reﬁning Skills in Statistical Methods Advanced Client Relationship Management Building Client Relationships Mobile Research Research in Action - MRS Summer School Creative Writing for Researchers Researching Advertising Researching Children and Young People Researching Disabled People Researching Websites

Health & Safety Advanced Semiotics Semiotics - Made Practical Confidence Intervals and Significance testing in Non-standard Situations Social Media and Market Research Refining Skills in Statistical Methods Introductory Statistics Research in Action - MRS Summer School Survey Design Effects in Market Research

Conﬁdence Intervals and Signiﬁcance testing in Non-standard Situations WXYZ Researching Websites Winning New Clients in a Recession Creative Writing for Researchers Writing Winning Pitches and Proposals Researching Children and Young People

Burke Institute

About Burke Experience our unequalled commitment to excellence by attending one of 20+ highly acclaimed marketing research seminar oďŹ&#x20AC;erings or combine a group of courses into a unique customized program for your organization. Since our founding in 1975, Burke Institute has trained more than 80,000 participants from 10,000 companies, in 40 diďŹ&#x20AC;erent countries.

More about Burke Applying Knowledge - Improving Decisions Burke is one of the premier international research and consulting ﬁrms in the world. For nearly 80 years, Burke has helped manufacturing and service companies understand and accurately predict marketplace behavior. Burke's employee owners add value to research and consulting assignments by applying superior thinking to help clients solve business problems. We provide our customers with data, information, guidance and far more. Burke strives to become a valued business partner who focuses on ﬁnding and implementing solutions to the most critical problems facing our clients today. We give our customers a competitive edge.

Burke: 100% Employee-Owned Burke is 100% employee owned. In 2004, Burke formed an ESOP (Employee Stock Ownership Plan), ensuring that all employees are able to participate in stock ownership and have a personal stake in helping to contribute to the company's success. The ESOP, representing broad based employee ownership across all positions of the company, has owned 100% of the shares of Burke since January 2008.

Our Mission To provide superior decision support services that enable our clients to succeed.

Our Business Commitments and Values We will "do what it takes" to meet our commitment to our clients. We will display honesty and integrity in all our endeavors. We will take a disciplined approach to our work, based on scientiﬁc standards and best practices. We value smart people doing smart things. We value seeking, sharing, and applying knowledge. We value organizational agility and ﬂexibility.

Our Commitment to Community Burke is proud to be headquartered in the greater Cincinnati region. As a member of the local community, we believe in giving back to the area and doing what we can to make it an even better place in which to live and learn. Burke has a long history of supporting charitable endeavors in our community. For more information on Burke's involvement in community programs, please visit our Community Relationspage.

Our Commitment to Quality As further evidence of our outstanding quality in marketing research, Burke has attained ISO 20252 certification. Awarded by the CASRO Institute for Research Quality (CIRQ), ISO 20252 establishes quality standards for market, opinion, and social research organizations. Currently, Burke is one of only five North American companies that are certified. To achieve ISO certification, Burke engaged in an in-depth review of all processes involved in delivering research services to clients. This structured review also covered corporate policies about confidentiality and privacy, data security, employee performance assessment, subcontractor management, and systems used to gauge client satisfaction. Results of these reviews were used to improve processes and to develop additional employee training where necessary. Burke's ISO certification does not represent a new focus on quality for Burke. Since Alberta Burke founded the company in 1931, Burke has had a focus on quality as its foundation. How Burke and the marketing research industry define quality has changed over the decades, but Burke's quality focus has always driven how we conduct research for clients.

Our Commitment to Sustainability At Burke we are committed to operating our business in a sustainable and socially responsible way. In 2010, Burke exhibited a true commitment to sustainability by seeking and attaining LEED® (Leadership in Energy and Environmental Design) Gold level certification for its corporate headquarters. Burke's headquarters building was designed and constructed to positively impact LEED® environmental and human health priorities in many aspects, including the following: Burke selected an existing building on a campus-like setting on the western edge of downtown Cincinnati. The site selection and investment in the building add value to the property and the area. The majority of structural components - walls, columns, floors and roof - have been maintained, which reduces the amount of construction debris entering the waste stream. The replacement of all existing windows with new frames and new low e-glazing with a strong solar heat gain coefficient will result in a more energy efficient building. A bank of preferred parking spaces is available for use by employees driving Fuel Efficient Vehicles (FEVs). The building design has incorporated bicycle storage and changing rooms for employees wishing to bike to work or at lunch. Full recycling areas are provided in all break areas. A dedicated recycling area is located near the loading dock.

Burke is organizationally committed to leaving a smaller carbon footprint. Recently, Burke installed solar panel canopies in its main employee parking lot to reduce electricity consumption. Burke estimates that the solar canopies will generate enough electricity to oﬀset one-third of Burke's electricity usage per year. Burke is proud to have an environmentally-friendly atmosphere in which clients can meet with their Burke teams and have highly productive interactions, and where Burke employees can conduct their best work every day. More information is available here. We also support such initiatives as the UN Global Compact and its principles regarding human rights, labor standards, environmental stewardship and anti-corruption.

Burke training clients 3M

Eli Lilly and Company

Rayovac

Abbott Diagnostics

Enbridge Consumers Gas

Regence Blue Shield

Accenture

Ericsson, Inc.

Regional Transportation District

Acros Technologies

Exopack, LLC

REI

ActiveFocus

Federal Reserve Bank of San Francisco

RentWay

Activision

First Data Corporation

Research International China

Acuity

First USA Bank

Research Technologies

AcuPoll Research

FM Global

Rich Products Corporation

Adidas America

Forest Laboratories

Right Ideas, Inc.

ADP

Frank Russell Company

Roche Bioscience

Advanced PCS

G. de Villla y Asociados

Roche Diagnostics Corporation

Advantage Research, Inc.

General Electric Financial Assurance

Roche Molecular Diagnostics

AETNA

General Motors Powertrain

Rogers Corporation

Aetna US Healthcare

Gillette

Sabre

Alberta Agriculture

Global Market Research

Sacramento Municipal Utility District

Allstate Insurance

Gomez

Sage Research

Amazon.com

Grace, Kennedy & Company Ltd.

Sagebrush Corporation

America Online

Great American Insurance Group

Salt River Project Power District

American Academy of Family Physicians

Growth Strategies Group

Samaritan Regional Poison Center

American Airlines

Guinness/UDV

San Diego Convention & Visitors Bureau

American Express

Hallmark Cards

San Diego Padres Baseball Club

American Family Insurance

HBO

San Diego Union-Tribune

American Honda Motor Company

Hellebusch Research & Consulting

Sandstorm

American Red Cross

HJ Heinz

Sanford Corporation

AmeriCredit

Hub Distributing

SanoďŹ -Synthelabo

Amgen

IMS Consulting

SC Johnson & Son, Inc.

Anheuser-Busch

Insight Marketing Group

Schering-Plough HealthCare Products

Ann Taylor

Intel Corporation

Schmalbach-Lubeca

AOL Time Warner

IU Credit Union

Schwartz Research Services, Inc.

Argentina

J.M. Smucker Company

Schweitzer Engineering Laboratories, Inc

AstraZeneca

Janssen Pharmaceutica

Scotiabank

AstraZeneca Pharmaceuticals

John Deere Company

SCT

AT&T

Kellogg's

Seagram

Attitude Measurement Corporation

Kimberly-Clark Corporation

Sears Roebuck & Co.

Avaya Inc.

Kraft Foods

Shanghai Givaudan Ltd.

VENUE

Location

Amman

Dead Sea

JORDAN Petra

Aqaba

Dead Sea, Jordan Deep in the Jordan Valley and 55 km southeast of Amman, is the Dead Sea, one of the most spectacular natural and spiritual landscapes in the whole world. It is the lowest body of water on earth, the lowest point on earth, and the world's richest source of natural salts, hiding wonderful treasures that accumulated throughout thousands of years. To reach this unique spot, the visitor enjoys a short 30 minutes drive from Amman, surrounded by a landscape and arid hills, which could be from another planet. En route a stone marker indicates "Sea Level", but the Dead Sea itself is not reached before descending another 400 meters below this sign. The sunset touching distant hills with ribbons of ďŹ re across the waters of the Dead Sea brings a sense of unreality to culminate a day's visit to this region. It is normally as calm as a millpond, with barely a ripple disturbing its surface, but it can become turbulent. During most days, however, the water shimmers under a beating sun. Where rocks meet its lapping edges, they become snow-like, covered with a thick, gleaming white deposit that gives the area a strange and surreal sense. As its name evokes, the Dead Sea is devoid of life due to an extremely high content of salts and minerals which gives its waters the renowned curative powers, therapeutic qualities, and its buoyancy, recognized since the days of Herod the Great, more than 2000 years ago.

And because the salt content is four times that of most world's oceans, you can float in the Dead Sea without even trying, which makes swimming here a truly unique experience not to be missed: here is the only place in the world where you can recline on the water to read a newspaper. Scientifically speaking, its water contains more than 35 different types of minerals that are essential for the health and care of the body skin including Magnesium, Calcium, Potassium, Bromine, Sulfur, and Iodine. They are well known for relieving pains and sufferings caused by arthritis, rheumatism, psoriasis, eczema, headache and foot-ache, while nourishing and softening the skin. They also provide the raw materials for the renowned Jordanian Dead Sea bath salts and cosmetic products marketed worldwide. Taken from: http://www.atlastours.net/jordan/deadsea.html

The Giveaways...

How to reach us...

FREEBEES

Five star top class venue. A free shuttle from and to the training event from Amman every day. Free Continues coffee breakfast brake from morning till lunch time. Free all you can eat five star open buffet on the lunch time. Free flight tickets from and to Amman paid for all the regional attendees. Free five star hotel stay to all regional attendees.

The team Managing Director: ar.elsharawy@imc-re.com Sales Managers Team: sm@imc-re.com Event Manager: em@imc-re.com Course Expert: ce@imc-re.com Complaints: wecare@imc-re.com Telephone: +962 (06) 556 - 0999 Faximile: +962 (06) 556 - 0990 Mobile: +962 (079) 048 - 9484

PRICING Regular Registrations and Discounts Qualified

Promotion Month JOD 580 in Jordan / Nov, Dec 2013

Early Bird

Late Registration

JOD615 in Jordan / Jan, Feb 2014

JOD930 in Jordan / Mar, Apr 2014

Companies pricing /Seat Timing of Registration

Seats Count

Cost / Seat in Jordan

Nov, Dec 2013

JOD520

+10

JOD480

+20

JOD410

JOD625

+10

JOD570

+20

JOD520

JOD710

+10

JOD650

+20

JOD600

Jan, Feb 2014

Mar, Apr 2014

Terms : Contact our sales team to know more.

Free Seats Qualified A tribute to the flag: Jordanian Army Forces Working from the heart : Limited income And counting our blessings: Orphans

SPONSORS Local Sponsors Regional Sponsors

REGISTRATION Documents our researchers should present to you during the demo. Registration form Discount Voucher “If applicable” Book a hotel form Book a car Book a transportation shuttle from and to the event The contract