Research & Results International Issue 2016/2017

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International Issue · 2016/2017

Mobile Differences Between Smartphone-First and PC-First Survey Participants Page 22

Brands Brand Measurement as a Trigger for Communication Page 32

Methods Why Qual and Quant Teams Need to Merge Page 16

Interview Jamin Brazil, CEO of FocusVision, About His Position and Upcoming Projects Page 10

Dashboards What to Consider When Buying Dashboard Software Page 36

Interviews, Articles, Events – What Drives the Market Research Industry

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International Issue · 2016/2017 Advertisement

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Brands Brand Measurement as a Trigger for Communication Page 32

Methods Why Qual and Quant Teams Need to Merge Page 16

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Editorial

Get Connected Christina Grübl Chief Editor gruebl@research-results.de

Research & Results, the magazine for media, market and advertising research, has been issued seven times a year since 2004. Over these last twelve years the editors have been constantly on the lookout for new trends and developments in market research. In recent times globalisation and internationalisation have been increasingly evident, however, so it seems logical to make Research & Results content available outside German-speaking countries. The editors are therefore particularly happy to present to readers this special edition of the first Research & Results magazine in English.

In this issue you will find numerous fascinating articles from around the world. On page 12, for example, Isaac Rogers from 20|20 Research introduces the benefits of online research, and Sören Scholz and Stefanie Sonnenschein from Interrogare examine on page 24 brand marketing. Lastly, on page 22, Roddy Knowles from Research Now analyses the psychographic and personality differences between Smartphone-first and PC-first survey participants.

In addition to these insightful contributions there are also two interviews with the heads of two global market research agencies. Jamin Brazil from FocusVision reports on upcoming projects and the future of market research (page 10), and on page 20 GfK Germany’s boss, Michael Müller, tells us about the company’s restructuring and his time in Asia.

Last but not least, in connection with our market research trade show we note an increasing number of international exhibitors. On page 6 you can read about what is on offer at Research & Results 2016.

Throughout 2016 and 2017 the Research & Results team will be taking great pleasure in getting to know and exchanging views with market researchers from around the world at global market research events.

Find Research & Results also on:

Content

Events 6 Trade Show: Research & Results 2016 8 Esomar: Welcome to New Orleans 21 International Events

Research 10

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Interview Jamin Brazil, CEO of FocusVision, Speaks About His Position and Upcoming Projects Online Qual Three Intriguing Lessons Study TNS on Connected Cars Methods Why Qual and Quant Teams Need to Merge

Multi-Country  Page 40 Study 36 Dashboards What to Consider When Buying Software

18 Talk Michael Müller, CCO Germany and Switzerland, GfK, About His Time Abroad and Future Challenges

38 Trends How to Turn the Changes in the Research World Into New Business Opportunities

22 Smartphone vs PC Why Reaching Smartphone-First Participants is Critical to Conducting Representative Research

40 Multi Country What to Expect When Running a Study

24 Pricing In Developing and Emerging Markets 28 Emotion How Recognition Technology Could Change the Face of Market Research 32 Brands Brand Measurement as a Trigger for Communication

42 Laws Legislative Hurdles in the Context of a Multi-Country Case Study 44 Segmentation The Sinus-Meta-Milieu Model 46 Creativity How to Combine it With Market Research

Lifestyle 48 10 Questions – 10 Answers John Mackay, Managing Director, MR Sample

Rubrics Photos: © sayid, Sashkin, aleksicze – Fotolia.com

3 Editorial 50 Smalltalk 50 Imprint

International Law  Page 42 4

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Read digitally

The Research & Results Magazine Available as App and on E-Reader All the content of the magazine is now available on our Research & Results iOS or Android apps.

Or if you prefer, it is also available on your E-Reader. The choice is yours: on the go or at home, in print or in digital form – read Research & Results whenever, wherever and however suits you best.

Free download: App Store and Google play

Events

Research & Results Market Research Trade Show in Munich At the end of October, as every year, doors will open at the Research & Results trade show, the largest of its kind in the world. For two days exhibitors and companies will have the opportunity to make contacts, exchange information, and ­close deals. In addition to getting to know German and international companies, the approximately 3,200 participants can expect a comprehensive programme of workshops.

Who’s Who in Market Research Not only has the trade show attracted a great deal of recognition in Germany; it is also the largest market research event internationally. With over 3,200 participants it is a real crowd-puller. That’s hardly surprising, as major players in the sector such as GfK, Ipsos, Research Now, SSI, Toluna and TNS come up with something new and really special every year to offer visitors on the two days of the trade show. But even medium-sized businesses, associations and start-ups can give sector visitors an insight into their work. There are numerous specialist areas at the exhibition, covering everything to do with market research – from data collection through trend research to soft and hardware.

World-Wide Appeal In addition to sector leaders in market research in Germany, representatives from the USA, United Kingdom, Poland, China, France, Holland, Russia and the UAE, amongst others, will be meeting up at the show.

That is undoubtedly one of the many reasons why professional market researchers particularly value a visit to Research & Results.

Over 50 percent of visitors to the show make decisions about the purchase of market research services and almost 40 percent are involved in an advisory capacity. There are participants from such firms as Audi, BMW, Deutsche Telekom, Axel Springer, Lufthansa, eBay, L’Oréal and Lego. But the show is not only about acquiring new customers; it’s a meeting point for the entire sector, a place to build up one’s network and to maintain and develop existing business relationships. This is something that visitors and exhibitors alike both

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Close to the Customer

The Research & Results Trade Show came into being 10 years ago. In 2006, the organisers encountered a certain scepticism when they arranged the first exhibition in the Munich MOC centre.

At that time many agencies didn’t really believe that an exhibition which focused exclusively on market research could raise much interest from the public. Nevertheless, the first show, with 65 exhibitors and 40 workshops, was convincing. And just a year later there were over 100 companies with their own stands and presentations. In 2016, records are being set once again: from 26 to 27 October there will be over 170 exhibitors from more than 20 countries in the two halls of the Munich MOC centre – more than ever before.

Events

gain from. As Denton Shen, head of consumer insight at the Chinese company BOMI, says, “For us it was very productive. We met a lot of old customers, but also a lot of new ones. I’ll definitely be coming back.” And Kateryna Khozroshyna, Communication and PR manager at Cool Tool in the USA reports, ”We come over from the US every year. There are a lot of people who come to see us, a lot of target groups. We always meet someone we really want to work with”.

Workshop Programme In addition to a wide range of business exhibitors, Research & Results offers visitors workshops on all relevant market research topics. This gives the professional visitor the chance to gain a deeper understanding of the variety of opportunities and the full scope of market research. In 2016 a full programme of topics is on offer in the seven workshop rooms, covering the whole range of market research topics, from Brand and Image through to Big Data. Talks on current and future developments in market research such as “Cultural trends and their integration into brand strategy”, “The Connected Consumer shapes the Future” and “Future, Values, Markets” will be presented to and are likely to promote discussion amongst visitors.

As Research & Results wishes to meet the needs of their international customers and visitors, a number of presentations will be held in English or will receive simultaneous translation. Visitors can also look forward to a panel discussion between high profile representatives from leading agencies and prominent corporate researchers. The discussion will be chaired by former president of Esomar, Dieter Korczak.

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Information and Registration From the beginning of September, those interested in attending can register at www.research-results.com and receive free admission for the two days of the exhibition and the programme of events.

After registering, the visitors will receive a confirmation by email which they must present at the show in order to receive their entrance pass and visitor pack. The MOC centre, where the exhibition is to be held, can be reached easily from the airport, the main station or the city centre, using Munich’s public transport network. At www.research-results.com detailed directions and suggestions for hotel accommodation are available. On the website one can also find information on all the exhibitors as well as the workshop programme and a plan of the exhibition centre.

Networking Besides the comprehensive programme and the variety of exhibitors, Research & Results also offers numerous opportunities to exchange ideas with colleagues in a more relaxed setting. Visitors are invited to a Networking Party on 26 October and during the two days of the show there are plenty of opportunities for participants to chat over a cool drink and snacks. www.research-results.com

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Big and Easy In previous years the organisers of the Esomar congress have focused on Europe. In 2013 the congress was held in Istanbul, in 2014 in Nice, and in 2015 in Dublin. But this year the international trade association has selected a destination on the continent of North America. In 2016 Esomar is inviting delegates to New Orleans, Louisiana. The market research sector will be meeting up in this vibrant city from 18 to 21 September. The event will be taking place at the Hyatt Regency Hotel which is close to the historic city centre, the French Quarter, with its numerous buildings built in the Spanish and French colonial styles. Visiting market researchers can look forward to a superb setting for the 69th congress, which has kept the slogan short and snappy this year; there is just one word on the banners: “Wow“.

Ambitious Programme Once again the organisers are expecting over 1,000 visitors from over 70 countries, including speakers from numerous well-known companies. Following welcome speeches on the first day of the con8

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gress by Esomar Director General, Finn Raben, Esomar USA representatives, Jackie Lorch and Melanie Courtright, and Esomar President, Laurent Florès, the opening keynote speech will be given

by JT Kostman. Kostman served as a paramedic, police officer, deep sea rescue diver and team leader of an elite scout/ sniper reconnaissance team with the U.S. Keynote Speaker Army Special Operations Forces – all beJT Kostman fore attending graduate school. As a data scientist, mathematician and psychologist, he has hunted terrorists for U.S. intelligence agencies, tracked criminals for the FBI, advised on strategies for the Department of Defense, and helped elect the President of the United States. Shortly before lunch there will be a presentation entitled “Taste the Feeling of a New Brand Tracking Ecosystem” which will be given jointly by Clare-Marie Hulsey of the Coca-Cola Company, USA and Horst Feldhaeuser and Patricio Pagani from Infotools, New Zealand. The audience will hear the www.research-results.com

Photos: © f11photo – Fotolia.com, www.esomar.org, Blaine Kern's Mardi Gras World

Esomar Congress in New Orleans

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story of how Coke upgraded their 90+ market tracking study, creating an innovative eco-system to monitor and manage their multi-billion dollar set of global brands.

The second day of the congress will start with a talk about “The Potential Power of Digital Creative”. Cortney Henseler, Director Consumer Analytics & Research, Matthew Sharp, Associate Director, Consumer Analytics & Research and Samuel Kim, Sr. Manager of Consumer Analytics & Research from AOL, USA will provide clear direction to marketers on how to create compelling digital creative that engages consumers and benefits publishers and marketers.

On the third day of the congress participants can expect some fascinating insights. There will be presentations by speakers from companies such as Spotify, Skopos, TNS Infratest, Unilever and Delta Airlines. For example, Caroline Smiley, Project Manager Customer Research & Insights from Delta Air Lines und Catherine Rickwood, Experience Director & US Team Leader from Mesh will present their case study entitled “The Million Dollar Preference Calculator: Struggling to be heard? Money talks! Our journey to drive investment decisions via simple tools”.

In addition to the speeches, numerous companies will be represented as exhibitors. It will be possible to visit the firms Bilendi, Confirmit, Lightspeed GMI, Research Now, SSI and Toluna, amongst others. The Research & Results team will also have a stand at the congress and we look forward to exchanging ideas with you there.

Colourful, Laid-Back, Multicultural New Orleans is known as “The Big Easy” and the “Cradle of Jazz”, and so one can assume that the colourful, laid-back and multicultural atmosphere of the city will carry over into the Esomar congress. As always, there will be plenty of opportunities for net-

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working. Delegates will have the chance to meet at the get-together on the evening before the congress, at lunch, in the breaks, or at the gala dinner on the evening of the second day, where organizers are promising to give us a glimpse behind the scenes of Mardi Gras at the Blaine Kern Studios. The evening will start at the cocktail reception in the float den, amongst the larger-thanlife works of art, and guests will have time to visit the studio and watch artists designing, carving, painting and building the Mardi Gras props. www.esomar.org Advertisement

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Right Questions and Meaningful Answers Jamin Brazil, CEO of FocusVision, spoke with Research & Results about his position, upcoming projects and the future of market research.

RR: You are CEO of FocusVision, Mr. Brazil.

What are your responsibilities? What do you want to achieve in this position?

Brazil: My job is entirely centric to ensuring that we continue to deliver excellent customer experiences.

And that we develop best-in-class software that gives researchers a window into the mind of the consumer in a fast, meaningful and effective way. We strive to keep the FocusVision brand tantamount to fanatical customer support and premier technology solutions that span the professional researcher’s quantitative and qualitative needs. This customer minded attitude continues to be one of our strongest assets.

RR: You are a co-founder of Decipher. What insights from building up a company can help you with the challenges of your position?

RR: What interests you particularly about market research?

Brazil: In short, data. Research has been part of my life for nearly 20 years. I am grateful to have had the opportunity to participate in driving the mass adoption of market research over the last decade.

Just 15 years ago, marketers and executives would have to wait months before they could get answers to critical questions about their business and customers. Today, that time is down to mere hours and 10

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the costs have similarly scaled making research part of many job functions across all organizations. There is not much that is more exciting to me than being able to ask the right questions and quickly get meaningful responses that can steer business change in the right direction.

RR: Can you tell us something about your product portfolio? What sorts of techniques do you see FocusVision using in the future?

Brazil: This year we will maintain continued focus on integrating our Quant and Qual research platforms including discussion groups and mobile diaries (Revelation), online surveys (Decipher), video streaming of In-Depth Interview (IDIs) and Focus Groups (Inter Vu and Video Streaming), insights management (Research Reporter), and custom panel creation and management (Kisesis Panel) to create a single user experience. This further simplification will make the lives of our customers easier. It will also increase the power of their Quant and Qual insights by making research visible and accessible across the entire organization. We are planning on a new product release in Q3 that will further round out our product set by enabling our customers to easily gather and analyze voice data and transcripts. Stay tuned over the coming months as we report on the pilot.

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Foto: Unternehmen

Brazil: Every stage of a company has a unique set of challenges. Bootstrapping a tech startup from the ground up taught me that both short and long-term success are dependent on our ability to cultivate long lasting customer relationships. In today’s market, flawless execution is table stakes. As we walk alongside our customers, we connect with their issues so we can quickly bring solutions to market that make our customers’ lives better.

Research

RR: Why should a client work with FocusVision? What sets you apart from your competitors?

Brazil: We truly understand the needs of professional researchers.

We continue to earn our customers’ trust every day by treating each request and each project as an opportunity to create a positive customer experience that drives their business forward. This attitude combined with our relentless pursuit of industry-leading tools that address practical, real world needs for the professional market researcher, continues to set us apart.

RR: What challenges do you have to face in the upcoming years, especially in the European market?

Brazil: For us, Europe is our fastest growing market. Over 60 percent of the respondents that participate in a streamed focus group or take an online survey on our platform are outside the United States.

Keeping true to our customer-centric culture and instilling our core values into the hearts and minds of new staff is paramount to our success both inside and outside of the United States.

RR: The protection of data privacy is a major topic of debate in Germany. How is your company approaching this subject?

Brazil: Data privacy is a very important subject and one that FocusVision takes seriously. We work diligently to ensure data privacy across our entire suite of products. FocusVision uses industry standard implementations for controlling access to information through

a robust Role Based Access Control framework. We also employ personnel who are dedicated to security compliance analysis and remediation. They are currently performing internal audits on all of our policies, procedures and processes related to information security using the ISO27001 framework.

RR: How did the research market develop in the last ten years? What changes do you expect for the industry in the next ten years?

Brazil: I’d sum up the last ten years as a “mobile revolution”. Both online surveys and video-based discussions have moved from exclusively desktop environments to include over 40 percent mobile. The fast consumer adoption of mobile has forced market researchers to change their survey and IDI methodologies or lose a growing part of the population from their representative universe. While I would like to say that market research leads the charge for mobile adoption, the truth is, as an industry we were dragged into it kicking and screaming. While shorter more engaging surveys should be today’s norm, we still see many longitudinal trackers that exceed 45 minutes and are not optimized for smartphones. As we look forward, data collection tools have become easy and cheap. The next big focus of our industry is how to display this data in a meaningful way, so that it can be consumed by an entire organization. Additionally, incorporating transactional and behavioral data will become a normal part of self-reported data collection. www.focusvision.com

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Online qualitative research as quite a new method has many benefits. It can provide deeper context, new insights or the ability to engage consumers in ways that are difficult with traditional research methods. Isaac Rogers illustrates how online qual allows researchers to reach their consumers in new ways.

T

he conversation usually starts out something like this: “The project was fine. It just doesn’t feel any different to me. I think we came in under budget, and we got what we wanted, but we don’t see the difference versus traditional focus groups”. With all the best intentions, this marketer commissioned his most trusted research agency to take him into the new world of digital qualitative research, on the hunt for thought provoking new consumer insights he hasn’t found in more traditional focus groups or interviews. Yet, here sits that same marketer, weeks after the project first began, staring at a PowerPoint presentation that looks and sounds familiar to the one from his last, traditional design.

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Learn and Earn

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With a few changes to the way we approach new project engagements, clients can extract more value from their research, and researchers can be set free with a whole new set of capabilities.

Lesson 1 – The Conversation Should Change One of the critical inflection points in a researcher’s online maturation process is when he realizes the conversation with the consumer can be radically different than what we have come to expect from a focus group or traditional interview. The entire format of our consumer interaction can, and should, change to take advantage of what we can learn from them online.

An example of an evolved digital design comes from a recent online discussion among luxury car owners. The car manufacturer wanted to hear new ways that their customers talked about their chosen brand. They felt there was a level of honesty that was “left at the door of the focus group” because the customers would avoid conflict or challenge among their peers, and the brand manager wanted a way around this roadblock. Rather than choosing to field a typical three-day online discussion, the researcher designed a format that is uniquely suited for online. She started her 3-day online discussion much like any other. The first day be-

gan with introductions among the respondents, a few questions regarding brand loyalty and product perceptions, and an opportunity for the users to share stories about their favorite memories with this particular brand of car. On day 2, however, the conversation changed dramatically. The moderator began the day by having these brand loyalists read over a series of statements made by competing brands and drivers of other makes and models that called into question the performance and reliability of these driver’s favorite automobile. Many of these comments were highly inflammatory to the participants and called into question some of the most cherished attributes of their preferred brand. Rather than have the participants respond immediately, the moderator

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took advantage of something that is in short supply in traditional focus groups – time. She asked them to log off and join her back in the discussion the following day. She emailed each respondent a copy of some of the more hard-hitting comments to rub salt in the wound.

The final day of the discussion opened with an explosion of pent up commentary. For the past 24 hours these ardent brand loyalists bit their tongue, and so for the final day of research they let out a torrent of passionate statements about their cherished automobile. All that the moderator had to do was post a few stimulating questions, and the community of drivers did the rest.

Lesson 2 – Seek the New Data Qualitative research has been quick to adopt mobile methodologies, and quicker to highlight the benefits of “anywhere, anytime” insights to marketers. However, while most agencies can list off the simple advantages of mobile journals versus their analog counterparts, few have been able to tap into some of the new data this approach can provide a brand. A recent project seemed to be a typical digital diary from mobile devices. These respondents were recruited nationwide, all having one thing in common: they are all completing a major home improvement project. Each day of a ten day online qualitative project, the respondents used their mobile devices to capture images and videos of shopping excursions to hardware, plumbing, and kitchen appliance stores. All the respondent was asked to do was to provide a “digital shopping list” of items purchased at the store. These images could be from on the shelf, during the checkout process, or in the parking lot – but must be captured within minutes of a purchase.

While many researchers would be satisfied with the hundreds of photos of tools, tile samples, and lumber these respondents provided, this agency realized that mobile qualitative could paint a radically more detailed picture than traditional approaches. Using a concept we call “DayStreaming,” the agency took the photos, the precise geo-location of each purchase, and the time of day of each event to display a visual storyline of each respondent’s ten day experience. By weaving together these new contextual elements of place and time, alongside traditional journaling feedback, the brand could develop a fuller picture of the customer experience.

Lesson 3 – Redefine the Scope of Engagement Marketers and researchers have become conditioned to think that we only have a short window of time in a focus group observation suite. And once the allotted time is up, that respondent is released 14

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back into the wild. However, a strange thing happens when we bring the research to the respondents rather than having them come to us – we are no longer limited to a “single serving” of insight.

One recently popular method mixes the old with the new by using webcam interviews as a follow-up to face-to-face focus groups. In these projects, researchers select some respondents for follow-up online interviews or groups one to two weeks after the initial faceto-face interviews. These follow-up sessions can be used to revisit concepts that weren’t fully covered during the initial round of interviews, or as a way to further iterate the learning by exposing the respondents to new ideas or concepts that the client generated after leaving the initial sessions. This method has become popular due to its ability to dive deeper with the same respondents at a fraction of the cost of two separate phases or projects. We have seen clients cut their overall costs by 30-40 percent by using this method, and save weeks or months in execution time, when compared to running two separate face-to-face phases.

Stop, Think – and Demand Change In a way, it is unfortunate that online qualitative has developed an uncanny ability to mimic or mirror project designs initially developed for face-to-face research. This makes it far too easy to ignore the intrinsic benefits online qualitative can provide marketers – deeper context, new insights, and the ability to engage consumers in ways that are challenging or impossible in traditional settings.

While it is not only possible, but easy, to ignore these new possibilities and instead replicate physical approaches in the digital world, the brands and researchers we see getting the most value from online qual are the ones who stop and think about their objectives and how digital might allow them to reach consumers in new ways. ■

Isaac Rogers is CEO for 20|20 Technology, the tech subsidiary of global research technology and service company 20|20 Research. Prior to joining 20|20, his career included roles in business intelligence consulting, e-commerce and government technology contracting. www.2020research.com

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Research Millward Brown and Chinese Brand Ranking

In the Year of the Monkey Tencent is China’s most valuable brand. In 2016 the value of the internet company rose 24 percent to 82.1 billion US dollars. This was revealed in the 6th “Brandz 100 Top Most Valuable Chinese Brands”, a ranking published annually by Millward Brown and WPP. Second and third place were taken by China Mobile and Alibaba, respectively. Technology brands accounted for 27 percent of the value of the Top 100 brands this year – up from only 16 percent two years ago. Personal care products and jewellery showed the strongest growth (both up 61 percent) followed by real estate, insurance, airlines and travel. www.millwardbrown.com

TNS Study on Connected Cars

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Herbie 4.0 Demand for connected cars is going up. This emerged from a study

by TNS and the Bearing Point Institute. While 39 percent of car owners don’t know their cars are equipped with connected functions, almost 60 percent of participants in the survey admitted the technology had influenced their purchasing decision. For almost a third it was a decisive reason for the purchase. According to the study, for customers to accept and use the functions they must first be familiarised with the new technical capabilities of the car during the

sales process. This was the opinion of 48 percent of users of connected technology in cars, who said that they had been given detailed instructions of how to use the technology. Over 3,700 people in ten countries (Germany, France, Great Britain, Italy, Spain, Holland, Sweden, Denmark, Finland and Norway) were surveyed in the study.

All were smartphone users and owned a car with connected technology, although not all of them necessarily used the technology. www.tns-infratest.com Advertisement

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Better Together Why the Qual and Quant Teams Need to Merge Research has long been dominated by Quantitative Researchers but clients are now demanding deeper insights and innovations.

Andreas Wittenberg believes that the qualitative paradigm has changed: it is no longer just in-person focus groups, central location tests and in depth interviews. Technology has enabled insights to be delivered at scale. He explains the implications this change has for the market research industry.

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t industry conferences around the world, I have observed an interesting phenomenon: research companies no longer tout their deep analytical abilities or their extensive experience. Instead the focus of industry marketing is now on technology. Technology provides the unique selling point that differentiates research suppliers, so I want to explore how this change came about and the implications it has for our industry.

For the past few decades, qualitative and quantitative research were seen as different steps in the marketing research process. Some clients may have invested more heavily in one or the other, but most clients did qual research first and then the project was handed off to a quant research team. The quant researchers had the bigger budgets and the final say, but there was little tension between the disciplines. What has been the natural order has changed, clients have insisted on compressing the timelines to ob16

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The Past, Present and Future

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tain research results. Qual and quant can no longer maintain a sequential relationship, research is now often done as one step.

Qualitative researchers are leveraging technology to enable mass qual or deep insights at scale. Internet technologies have enabled focus groups and one-on-one interviews to occur remotely with larger sizes while utilizing measurement capabilities that help quantify qualitative research. Qual researchers are trying to capture insights while also measuring biometrics and voting applications built into online bulletin boards to add more statistical rigor to their research.

It seems as though the goal of qual researchers is to obviate the need for quant research.

On the quant side, researchers are struggling to figure out which questions to ask without the qualitative input they have relied upon to form their questionnaires. Gamification and other new research designs are seeking to enhance engagement and to capture richer input that can help generate ideas rather than just confirming them.

Video research is emerging as a powerful new way to revitalize quant research by incorporating short video testimonials into large quant studies to bring the human element back into focus. We now have more of what I call Insight Driven Quant, which on the surface appears to reduce the need for separate qual work. Qual followed by quant is no longer the natural order. Instead the deep insights of qualitative research need to happen while accommodating the market precision afforded by large studies. In a blended research model, it is unclear which skillset will dominate.

Qual Firms Embracing Technology

logy companies which lead to an expanded servicing role that drags the tech firms closer to the marketing research model.

Qual or quant firms morphing into technology firms or technology firms becoming researchers is not the change we are seeking.

Rather we need qual and quant teams to integrate and better leverage available technology. These new ways to gain insights and new methods do not fit neatly into qual or quant buckets. They represent the future of research.

The Marriage of Qual and Quant The solution to restore order to the research world is obvious: qual and quant teams need to merge, both skills sets are valuable but the market requires a team approach. Technology has enabled qual researchers to expand the gauge of their work but they lack the hard data analytical skills of the quant researcher. Similarly, quant researchers lack the profound observational skills of the seasoned qual researcher.

The marriage of qual and quant is long overdue. The next generation of researchers will be ‘qualiquants’ that possess great facility with technology and can both identify insights and confirm them in the marketplace. The use of proprietary research technology will be a given, but the differentiating factors will once again be the research expertise of the firms staff to eloquently illustrate their value to a client. I see a future where the focus of marketing by research firms are human platforms that can deliver deep insights with precision and speed, cost effectively. ■

Research clients are as enamored as ever with the deep insights that qualitative firms can provide, but increasingly they want results fast and at scale. Qual firms had to migrate their offerings online and add technology to their interview services to quantify behavior using biometrics, sensory or emotional measurements. Dashboards are quickly replacing research reports as the main client deliverables. Mass Qual is the industry buzz phrase and to play in this arena you need to have an insights platform.

Partnering with Technology Companies Andreas Wittenberg Research firms have long had close relationships with their survey system supplier. However, those relationships now extend to a wide range of companies that enable Big Data analysis such as video processing companies, mobile app suppliers, data visualization firms and data management platforms. Where analytical capabilities once defined a quant research firm, increasingly, it is their technological capabilities that now define them. Technology utilized in research is highly specialized. Successful research technology companies, now including Google, IBM and Microsoft, understand the research arena and over time develop research expertise into research fields where their technologies are utilized. Research clients seeking speed and cost savings often seek direct relationships with technowww.research-results.com

has been with Lightspeed GMI since April 2006 and has been instrumental for building the German businesses in Munich, Frankfurt and Hamburg. As Sales Director CEE, Andreas is responsible for existing and new clients in the MRA and Media space for Central and Eastern Europe supporting them in realizing local and global Online Market Research projects. Before Andreas Wittenberg worked nine years for SPSS where he was responsible for supporting German Market Research companies using software solutions to optimize the research process and the analysis of their data. www.lightspeedgmi.com

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Research

Michael Müller, CCO Germany and Switzerland, GfK, in an Interview

„The Focus is on

the Customer“

RR: Mr Müller, you've now been 14 years at GfK. Most recently, you were responsible for the Consumer Experiences sector in the Asia-Pacific region. What experience and knowledge were you able to gain here? How can you compare the Asian market with the German market?

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Müller: Asia is too big to be able to give you a general answer to this question. I spent most of my time in China before being in Singapore for the last few years. When you look at Asia, there are a lot of cultural differences between countries. In Asia, there are, for example, cultures that closely resemble the German working environwww.research-results.com

Photos: Company

After having worked for ten years in Asia for GfK, Michael Müller has now assumed responsibility for the operations in Germany. He will manage the sectors Consumer Choices and Consumer Experiences in future. Research & Results met the new head of Germany in Nuremberg and spoke with him about his time abroad and future challenges.

Research „Decisions are very quickly made and expedited in Asia. I'm trying to introduce this approach also in the organisation in Germany.“

ment, such as focusing on quality and precision. These are virtues which are attributed to Germany. However, there are also differences of course, especially as far as speed is concerned.

day. I found that very impressive. I would love to adopt this proximity to the customers and to the employees.

RR: Are there specific examples from Asia that you would like to apply to the German market?

RR: What have you changed in about two and a half months as head of GfK's Germany operations? And what targets have you set yourself in this new position?

Müller: To stick with the point about speed: decisions are very quickly made and expedited in Asia. I'm trying to introduce this approach also in the organisation in Germany. Another difference is the proximity to customers. In Asia, you have more contact with customers.

Sometimes, you have four or five customer appointments within one

Müller: Firstly, we have united the management of our two sectors, Consumer Choices – i.e. our panel research – and Consumer Experiences – our ad-hoc survey research. We have directly merged the operations areas of both sectors and expect positive synergy effects as a result. With this new realignment, we are further expanding our Advertisement

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survey programming

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survey hosting

data processing

data management

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data visualization

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Research „I see market research as having a promising future.

Even if there is a lot of data from different sources, the art is to obtain information that makes sense and answers questions.“

business. From a customer perspective, we will become even more effective and more powerful by providing a comprehensive product portfolio.

RR: What have you experienced so far?

Müller: The time has gone very fast up to now. To begin with, it was important to me to understand the organisation and the teams. At the same time, I not only wanted to address issues, but also promptly launch and implement them. We started with our trade panel, where we separated the teams. There are now teams with a global focus and teams that focus on the German market. We are also entering the next phase in the Market Opportunities sector and would like to align the teams in a more product-oriented manner. We have also applied "industries" across our entire product portfolio. This means that we have a person responsible for driving the automotive business across all GfK product groups. The same applies to technology, FMCG and retail.

RR: Are these innovations regionally limited or are they global changes?

Müller: This reflects the global matrix which GfK already introduced with the realignment at the end of last year. The matrix is the interface between the customer industries on the one hand and GfK products on the other hand. We had already launched this in Germany in 2012 for the Consumer Experiences sector. We are now applying this matrix across the entire organisation. We have adapted processes and structures and went live with this new organisational structure on July 1.

there is a lot of data from different sources, the art is to obtain information that makes sense and answers questions. In future, we will be able to derive much more from the "Why?" data than just "Where?", "Who?" and "How?". Market research will play an important role here in taking the big data and turning it into smart information.

RR: Topics such as Big Data and Do-it-Yourself are currently of major concern within our industry. How does GfK respond specifically to these topics?

Müller: We have our own data unit – the Data and Technology team – which focuses on these topics. The topics data science and data integration are very important to us. We invest a great deal here. Doit-Yourself is something that we have to keep an eye on, of course.

Many companies that are now operating in the market research sector did not even exist a few years ago. We will see what role we would like to play there.

RR: If you look ahead five to ten years, what challenges do you think we will still be facing?

Müller: It is important for market research that we continue working on our core competencies. This also includes drawing conclusions from data and making decisions. Regardless of whether this is done in a survey-based manner or using new methods. This applies to GfK as well as to other companies within the market. I reckon that this development will take place much quicker than we think. It is important here for GfK that we face up to it on time and are open to adapting ourselves to the market.

RR: How do you see here the role of more survey-based market research on the one hand and, on the other hand, the more technical research?

Müller: Up to now, the survey-based interviews have constituted one of the largest business sectors for GfK. However, we also see that this sector is less profitable. Added to this is the flood of data which we have to manage. It is important here to be able to combine and calibrate the different data sets and extract specific useful information – and this is where business sectors such as Data Science and Data Analytics are growing fast. Nevertheless, survey-based market research will remain a major mainstay.

RR: Do you think there is a risk of market research neglecting its roots and evolving into a pure data provider?

Müller: I see market research as having a promising future. Even if 20

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Personal Information Michael Müller has been with GfK for 14 years. After starting in automotive market research as a project manager, the economist has assumed various management roles in China and Singapore since 2002. Most recently, he was responsible for the Consumer Experiences sector in the rapidly-growing Asia-Pacific region. Since April 1 2016, he has managed GfK operations in Germany and Switzerland as Chief Commercial Officer.

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Events

International Market Research Events Event

Organiser

Date

Place

Visitors/Attendees

Exhibitors

Sponsors

previous year

previous year

previous year

National Conference – Fusion

AMSRS

8-9 Sep 2016

Melbourne

450+

14

11

MRMW Europe

Merlien

13-15 Sep 2016

London

200

10

12

Esomar Congress

Esomar

18-21 Sep 2016

New Orleans 900

138

k. A.

The Market Research Event

IIR

17-20 Oct 2016

Boca Raton

1.300+

k. A.

k. A.

40th Annual Conference

Casro

21-23 Oct 2016

Miami

285

25

15

Annual Conference

LIMRA

23-25 Oct 2016

Chicago

k. A.

25

10

Research & Results 2016

Research & Results

26-27 Oct 2016

Munich

3.200

169

9

MRMW Africa

Merlien

2-3 Nov 2016

Cape Town

120

8

9

21st Annual European Summit

SCIP

7-9 Nov 2016

Prague

k. A.

k. A.

8

Global Qualititive

Esomar

13-15 Nov 2016

Berlin

190

k. A.

k. A.

Annual Conference

QRCA

18-20 Jan 2017

Los Angeles

250

30-35

9-10

GOR

DGOF

March 2017

Berlin

280

0

18

1200

113

35

The Quirk’s Event – East

Quirk’s

21-22 Mar 2017

Brooklyn, New York

Esomar Latin America

Esomar

April 2017

TBA

170+

15

12

Esomar Asia Pacific

Esomar

May 2017

Shanghai

315

53

19

All information is subject to change.

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Research

N

early 30 percent of surveys taken across Research Now panels in Q4 of 2015 were on mobile devices – tablets and smartphones. While this reflects over a 60 percent increase from the same time in 2014 and evinces a clear trend in survey taking, given that internet traffic as a whole is over 50 percent mobile, one might expect an even higher percentage of mobile survey takers. Despite a revolution in mobile adoption in the wider community, researchers have been slow to adapt to change. This brings real risks for the market research industry. Surveys that do not use responsive design, contain a lot of grids, wordy questions, or questions that aren’t intuitive to answer on a smartphone are much more likely to result in a poorer user experience for participants, and therefore, poorer data quality for researchers.

Some industry players, including Research Now, have consequently been urging researchers to think mobile-first, though in most cases only modest improvements have been made.

The Mobile Mandate

Responses to the Growing Reality of Mobile

It is well known that smartphones are now the internet device of choice for individuals from all socio-economic and age segments – and this is true in many countries. Roddy Knowles explains, how this is affecting survey responses and online market research.

Activities performed on Smartphones

Use smartphone to:

USSmartphone

US-PC

Check news

76

Email

96

Listen to music Play games

Research Questions and Methodology Our study compared differences between US and UK survey participants who prefer to enter surveys primarily on smartphones (smartphone-first, hereafter referred to as SF), and those who prefer to enter surveys primarily on PCs or laptops (PC-first, hereafter referred to as PCF). Using actual survey taking behaviour to classify people into SF and PCF groups, we assessed whether smartphone-first survey takers differ significantly from PC-first survey takers with respect to the following variables:

UKSmartphone

UK-PC

66

76

63

85

96

79

78

60

73

52

68

53

63

51

Use social media

76

65

80

64

Watch movies/TV

43

27

42

25

Shop for products

79

53

84

45

Read business reviews

B. Psychographic Variables/Personality Traits

65

48

65

38

Banking or personal finance

72

55

77

46

1. Variety-seeking behaviour 2. Materialism 3. Environmental consciousness 4. Deal proneness 5. Brand attachment

Fig. 1 22

Source: Research Now; figures in percent

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A. Behavioural Variables 1. Use of smartphone apps for online activities 2. Online shopping behaviour 3. Ownership or usage of certain products and services

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Photo: © Jane Kelly – Fotolia.com

Why Reaching Smartphone-First Participants is Critical to Conducting Representative Research

How market researchers have responded to these exhortations to embrace a mobile-first design philosophy can be classified in three ways. The first group of researchers (admittedly in a minority) has fully embraced change. The second group recognises that change is inevitable, but insists on using grid-heavy, PC-oriented surveys until they can find the time and resources for a transition. The third group actively tries to exclude mobile participants, by screening them out from participating in surveys.

The exclusion of smartphone participants – either by design or accident – raises serious concerns about sample representativeness. Differences in the demographics of smartphone users and survey takers are well established – and to a degree these can be controlled for. Hypothesizing that there are important non-demographic characteristics of those who rely on smartphones to take surveys, we undertook an investigation into whether smartphone-first survey takers differ significantly from their PC-first counterparts, with specific emphasis on key psychographic and behavioural traits. The results were illuminating.

Research

Online Shopping and Opinion Leadership Behaviours

7 6

ê

49 36

ê

23 16

ê

50 36

Buy Groceries Online

Post Product Reviews

ê

42

ê

37

ê

66 51 33

ê

63 54

ê

Trend/Fashion Follower

Likes Variety

82 59

40

ê

ê

80 71

Smartphone First PC First statistically significant differences

Source: Research Now; figures in percent

SF (Smartphone-First) More Active in Smartphone Based Activities Perhaps the most predictable finding of this study is that SF participants are more active in several smartphone based activities. For example, in the UK 84 percent of SF participants reported often shopping on their smartphones, compared to just 45 percent of PC users (fig. 1). While this may be common-sense, it prompts a critical question: By excluding SF participants, are researchers leaving out a key segment of their target audience? A segment that has some unique characteristics that are not addressed by demographic balancing alone.

Exploring this further, we also asked participants for more detail about their online shopping activities (fig. 2). The SF group was much more likely to purchase groceries or shoes/clothing online, both in the UK and US. Similarly, SF participants were more likely to both write reviews and post on social media. This was true in both the US and UK. Collectively, these results therefore suggest that smartphone-first participants are more likely to be online product influencers, engaging with and providing thoughts and opinions on brands and products – and therefore critical to marketers and amongst the most valuable groups to target for research.

When exploring psychographic and personality variables between the two groups, we found several notable differences (fig 3). SF participants are more likely to follow the latest trends and fashions, for example. They also display more variety-seeking behaviour, like excitement in their lives, and enjoy trying new and different things.

How does this impact survey research? We can safely assume that a form of non-response bias is introduced if this group – of early adopters and ‘fashionistas’ who are of real commercial value to many companies - are excluded from surveys or deterred from completing them. This would certainly impact results in many types of brand & product research.

When exploring participants’ propensity to materialism – their focus on money and possessions – there were no statistically significant differences between smartphone and PC-first groups in the US. In the UK, however, we found that SF participants did tend to be significantly more materialistic. They more commonly claimed to admire those with expensive homes, cars, or clothes, think that items they own represent success, and like a lot of luxury in their

Likes New/ Different Things

ê Fig. 3

ê

77 70

ê

91

Likes Excitement

87

24

Post On Social Media

www.research-results.com

48

31

Buy Clothing/ Shoes Online

ê Fig. 2

Variety-Seeking Behaviours

80

ê

69 51 50 37

ê

Smartphone First PC First statistically significant differences

Source: Research Now; figures in percent

lives. These findings are particularly relevant for marketers in the UK – and other territories where similar patterns of attitudes might apply – especially when aspirational appeal is used as a key part of the marketing mix. If SF participants are more likely to be responsive to such appeals, then it is important to include them in targeting surveys, and to ensure that their survey process is smooth and engaging, using smartphone-friendly survey designs.

Significant Differences Between SF and PCF Our study shows that there are indeed significant differences between SF and PCF users. SF participants are more variety seeking, prone to opinion leadership, and (in the UK) materialistic. The exclusion of SF survey takers – either intentional or through poor, nonmobile optimised survey design – could therefore fundamentally compromise the representativeness of a research study. Researchers could be leaving out the exact group of consumers who are vital to the marketers commissioning the research.

It is consequently not enough for researchers to merely allow SF survey takers into a survey that is not optimised for mobile platforms, hoping they will persevere through frustrating horizontal scrolling and wordy questions that are difficult to complete on handheld devices. Rather, we need to ensure that participants who have elected to enter a survey have a positive experience, and that they are able to complete the survey on their platform of choice. If we don’t adapt our data collection techniques to consumers’ changing habits, the data we deliver will fail to paint a full and accurate picture of the population at large. ■

Roddy Knowles is Director, Mobile Research Products at Research Now, where he champions how to (and how not to) leverage mobile technology to conduct market research. www.researchnow.com/mobile-mandate

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Research

Pricing Research in Developing and Emerging Markets

For most products the price is the predominant influencing factor ­regarding sales, revenue and profit. Market researchers can use different tools to understand and predict price-dependent preferences. But how do these approaches operate in developing and emerging countries? Frank Drewes and Isabel Lupold illustrate the challenges price research has to face in these markets.

mpirical pricing research has assisted marketing in its pricing decisions for more than half a century now. In this time, both researchers’ understanding of prices and their methodology have improved profoundly. However, it took quite some time for pricing research to formally acknowledge and address the informative function of prices. “The cheaper the price, the higher the purchase intention” was supplemented by “… as long as it does not question the quality”. On the methodological side, the straightforward question for priced purchase intention was enhanced in the form of the Gabor-Granger approach, repeatedly asking for purchase intention at different prices.

Van Westendorp developed his Price Sensitivity Meter that assumes four qualitatively different price thresholds. Conjoint-analytical techniques opened the way to a theore24

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tically sound, highly precise understanding and prediction of price-dependent preferences and choice behaviour. Current research activities cover the cognitive processing of price information, its neurological representation and the price emotions that will eventually allow the prediction of each consumer’s ideal, “emotionally affirmed” price. But are the objectives of pricing research relevant and its tools feasible in developing and emerging markets?

Particularities and Challenges In the last five years Harris Interactive has conducted several pricing research studies in developing and emerging markets ranging from Nigeria, Kenya and Saudi Arabia to Russia and China. Each project naturally held its own particularities and challenges, ranging from survey fielding to methodology and interpretation of the results. Having said this, all projects worked well in the end and yielded insights on the same level as projects in developed markets. In most developing and emerging markets, there is no way around local research agencies. Without exception we experienced our local partners as highly competent and dedicated. In many emerging markets, online surveys using access panels are already feasible with the common limitations in terms of representativeness: online panel members in these countries tend to be younger, more educated and urban than the national average. In developing markets, we normally conduct face-to-face recruitment with subsequent computeraided online interviews in central locations. Using at least three recruitment areas in combi-

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Photos: © mozZz, ShapeBox – Fotolia.com

E

Research

nation with quotas on age, education and rural versus urban location, grants some degree of representativeness for the target group in question. Survey lengths of ten to twenty minutes have proven to be absolutely feasible in both survey settings.

Full Spectrum of Research Methods Over the five last years, we have used the full spectrum of pricing research methods ranging from the Gabor-Granger approach to volumetric Discrete Choice Modelling (DCM) in a virtual-shelf setting. Within their respective scopes, all methods yielded satisfactory to excellent results:

Gabor-Granger Approach and Van Westendorp Method The Gabor-Granger approach proved to be a straightforward tool to estimate the price acceptance for new products with a simple demand curve. Meanwhile the Van Westendorp’s Price Sensitivity Meter (PSM) is a proven tool to establish an understanding of the price perception in a market. It is probably the most difficult tool to implement in any market given its dependency on the understanding and interpretation of terms like “cheap” and “expensive” by respondents. A perfect translation into the local language is mandatory and caution in the interpretation of the results advisable. PSM results of a representative set of brands, products and package variants provide information about the current price structure - including entry prices and price threshold from the consumers’ point of view.

Discrete Choice Modelling Traditional DCM with several features and feature levels is used to identify product attributes which drive not only purchase intention but also willingness to pay. Apart from the more abstract identification of preference structures expressed as part-worthutilities, it provides a mathematical model for the simulation of complex value-based pricing scenarios. In Consumer Packaged Goods (CPG) categories, DCM in a virtual shelf enables the simultaneous consideration of dozens of products and their joint price architecture. It also allows an assessment of the attention-getting value of new products at the point of sale, the visual appeal of new packages, the optimization of the product line-up and the acceptance of new, especially larger package sizes. The last-mentioned objective is of special interest in developing markets where turnover Advertisement

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Research

Importance of New Markets

Correlation Between Share of Choice and Market Share 40

Predicted share of choice

35 R 2=0,89

30 25 20 15 10 5 0

0

5

10

15

20

25

30

Market share

Fig. 1

Source: Harris Interactive; figures in percent

per unit is low due to small packages. In other words, it is probably the most versatile CPG research instrument including, but not restricted to, pricing research. The nonverbal assessment of price-dependent purchase behaviour in a realistic competitive environment ensures a high validity of the results even in the absence of empirical and practical knowledge in a market. Figure one shows the high correlation between predicted share of choice and market share indicating the high performance of DCM in a virtual shelf in developing and emerging markets. So far, we have neither encountered a country without at least some professional market research capabilities nor a methodology that could not be used in developing and emerging markets.

Counter-Measures Against Inflation A recurrent challenge in pricing research for developing and emerging markets is the interpretation of findings against the backdrop of high volatility. Inf lation rates of ten percent or more can quickly invalidate any results based on concrete prices. We apply three counter-measures: • I nclusion of basic goods like bread and milk in FMCG surveys provides benchmarks for a relative interpretation of concrete prices. Following a simple analogical conclusion, a concrete price for the interesting good is translated into price equivalents for a basic good. This measure works sufficiently well as long as there are no genuinely qualitative changes in the market – major losses in general spending power due to economic crises can sever the perceived connection between prices for basic and more advanced goods.

• Additional questions about the subjective economic vulnerability of respondents provide an indication of the likely impact of such qualitative economic changes. An increase in income fairly similar to inf lation prevents an actual loss of buying power and the necessity for major changes in price perception and purchase behaviour. Again it is a measure that requires at least some economic stability.

• S ensitivity analyses assess the vulnerability of survey results under varying framework conditions including major economic crises. It is less a point of estimation of results but more a form of checking recommendations against a wide range of more or less likely developments. As such it also helps to identify conditions which increase the prospect of success for certain products, packages and price structures.

Taken together, these measures provide fairly interpretable results even in highly volatile markets.

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At first glance, pricing research and its objectives seem of low importance in developing and emerging markets. Financial resources are scarce, consumers’ needs and demands are at a basic level, and the corresponding products and services offered are well understood decades after their introduction in the West. In reality, these markets grow at a much higher rate, needs and demands can be as diversified as the needs and demands in mature markets. Also, the experiences gathered in western markets do not necessarily hold true in developing and emerging markets. More or less unnoticed by consumers in the West, the importance of new markets is in many cases as great as – and in some instances has surpassed – that of established markets. Demographic growth and increasing wealth will further increase the importance of new markets for international major corporations whereas local manufacturers and providers will gain ground on them. Both developments will increase the importance of market research in these markets. And more and more companies will recognise the understanding of price perception, price evaluation and pricerelated purchase behaviour as one of the key drivers of success. ■

Frank Drewes is Director Marketing Science at Harris Interactive which he joined in 2008. He studied Psychology with focus on organizational psychology and psychological diagnostic and is responsible for the development and implementation of innovative market research tools.

Dr. Isabel Lupold is Research Consultant at Harris Interactive and project manager mainly for pricing research studies in the FMCG sector. She studied food economics and holds a PhD in agricultural and food marketing. www.harris-interactive.com

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Research

Inside

How Emotion Recognition Technology Could Change the Face of Market Research

T

.here’s a huge amount of buzz around emotion recognition technology at the moment, not least in its implications for the world of market research. Understanding emotions is hugely powerful in market research, but it’s notoriously difficult to achieve. Facial expressions are strongly linked to emotions, and research organisations have used human observation of recorded videos to try to assess emotional response for many years. Human assessment has many limitations, however, and facial expression recognition technology offers an opportunity to overcome some of these limitations, delivering a much greater level of insight about personal sentiment and reactions. Organisations managing research programmes and customer experience activities can use emotion detection technology to analyse people’s emotional reactions at the point of experience. This knowledge not only gives researchers a greater understanding of behaviour patterns but also helps predict likely future actions of that consumer.

Understanding Emotional Impact With survey fatigue a very real issue, particularly among certain demographics, market researchers are under increasing pressure to deliver real business value to their customers.

The challenge is to find ways to complement traditional data collection channels, and emo28

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tion detection provides some real opportunities. The primary use case for those researchers implementing emotional detection is ad testing. Within a survey an advert can be shown, and the aim is to capture the respondent’s reactions to that advert. Traditionally, respondents will answer questions about the advertisement they’ve been shown, rating it on various scales. While broadly effective in most cases, this is dependent on the respondent’s ability to recall what they’ve just been shown and their ability to put their emotions into words.

Technology that monitors facial expressions bypasses these issues by capturing data as the respondent views a video. With a traditional view-then-report approach, some fleeting emotions may not even be recogwww.research-results.com

Photo: © tiplyashina – Fotolia.com

One of the main goals of market researchers is to understand and analyse human emotions. The primary use case for emotional detection is ad testing. Terry Lawlor explains how technology that monitors facial expression can provide advertisers with deeper knowledge about their potential audience. In addition, he asserts what researchers have to consider when applying such a tool.

Research

nised by respondents. Using technology throughout the viewing stage removes this issue, enabling advertisers to understand how the tiniest elements of their video may impact audience response.

Analysing Facial Expressions There are many technologies available now, and the specific approaches vary. In general, though, they all capture video and then analyse it for facial movements that correspond to emotions, typically based on the human-observed system called FACS (Facial Action Coding System). Facial imaging uses machine learning algorithms to build a huge reference database of expressions against which to judge the face being viewed. It’s rather like the way in which text analytics systems use a large corpus of relevant text in order to “learn” how to categorise particular words, phrases and verbal expressions. With that database in place the solution offers a scalable, repeatable and consistent way to capture emotions. It will access the respondent’s device’s camera to capture their changing expressions throughout the duration of the video. It uses algorithms to analyse the respondent’s facial expressions, and assess them against a standardised set of emotional responses, such as anger, joy or surprise. An aggregated result is created for the full respondent set that represents the overriding split of those emotions at key points in the video. Researchers can then compare the aggregate emotional performance of their video clip against a benchmark.

Cultures, Content and Privacy There are some restrictions, of course. Firstly, if you’re looking at bringing emotion detection into your MR arsenal, consider the global nature of your programmes. People from different nationalities and cultures have different levels of emotional response, and different facial structures, so your benchmark data needs to take this into account. This means you’ll need to ensure that your provider has worked with respondents in your key regions so they have experience in capturing the micro-expressions and indicators that determine the emotion. A second issue to consider is delivery of content. While many people are now used to engaging with video content through a variety of media, including mobile phones and tablets, facial recognition technology requires a two-way view. This means that not only must your respondent be able to clearly and effectively view your video content, but they must be in a position where their camera is capturing their expressions clearly. Different lighting levels, different angles of viewing and changes to lighting and viewing angles during the capture process all need to be taken into account. On a laptop, which almost always has a built-in webcam, this is a fairly simple task – people tend to be seated and giving the large screen their full (or almost full) attention. On a mobile device, however, it’s much less likely that a respondent will be framed correctly for the full duration of the video. www.research-results.com

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Finally, there’s the privacy issue to contend with. This isn’t a problem, but you will need to specifically ask respondents for permission to access their webcam and record their faces while they’re watching your content.

Adding Value Like every “next big thing”, emotion detection software simply adds to the toolkit available to the experienced market researcher. The process of detecting emotions will, in most cases, be embedded in a survey, so that additional information can be captured to understand more about the respondents themselves. New use cases will evolve, but as with most advances of the last decade – mobile, social and text analytics, beacon technologies, and more – emotion detection will find its place and help forward-thinking researchers to continue to add value to the services they provide to their customers. ■

Terry Lawlor has the responsibility of all aspects of product management at Confirmit, including strategy development, product definition, and product representation in client and marketing activities. www.confirmit.com

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Break New Ground

Brand Measurement as a Trigger for Communication

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.here are numerous ways of researching brands. Mostly, however, the emphasis is on how the brand image is ­perceived.

Market research thus frequently ­evaluates no more than the success of brand strategy and the appropriate communication measures once they have already been adopted. Tasks such as design, definition and orientation are often left to the creatives. But brand research can provide really meaningful findings for the conception and creation of brand strategies and communication. In this article we present three approaches from Interrogare’s Branding Suite which meet precisely these challenges.

A thorough understanding of a brand is a distinctive and often crucial asset. Though brand research often still fullfills a simple control function instead of opening up new ways. Certain research concepts and tools can increase the impact of brand research very considerably, say Sören Scholz and Stefanie Sonnenschein.

They present three approaches which show how brand research can also become a source of inspiration.

In an increasingly homogeneous product landscape, brands are the key to differentiation. They provide crucial added value, transmit confidence, and help customers to find their way. Successful brands are characterised by consistent long-term positioning and a meticulously-tailored, rigorous approach to communication. The development of an appropriate brand strategy requires therefore a careful analysis of the brand’s effect on target groups and mar32

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Photos: © vege – Fotolia.com, Interrogare

Brands are Key

Fig. 1: Mind Map in Online Web Tool

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kets. In this way both the core of the brand and also the functional and emotional unique selling proposition (USP) have to be identified and the effect of the communication monitored over time. Successful brand management requires valid data on the three big C’s: Core – the defining core of the brand, Context – the direct and indirect brand context, and Competition – the competitive situation in which the brand is located. In order to come up with holistic but precise insights, the Interrogare Branding Suite has three models: • The Emotional Branding Monitor, which measures crucial emotional responses to brands (Core) • The Consumer Mind Map, which helps to understand brand contexts (Context) • The Brand Switching Model which makes it possible to identify brand switching potential (Competition)

Your trusted partner in MR data collection Member of Krämer Group

Emotional Branding Monitor The Emotional Branding Monitor (EBM) takes advantage of findings in emotion research and neuroscience. According to this research, human perception works largely on a subconscious level and cognitively processed information is not critical in decision-making. Brands must therefore be deeply rooted in our subconscious and connected to the basic emotional drives and longings of the consumer. The EBM was developed in order to measure this emotional effect.

Access to subconscious perceptions can’t be gained by direct surveys, so the EBM works by measuring reaction time. Respondents are presented with emotional images and items and have to decide as quickly as possible whether these suit the brand or not. The quicker the reaction, the stronger the emotional response. Thanks to the validated set of pictures and items the emotional positioning of the brand can be mapped accurately onto the system of the seven basal emotions.

Important input into brand strategy and communication can be gained by making comparisons with other brands and with the targeted positioning and by measuring development over time.

Consumer Mind Map A strong brand needs to be understood from all perspectives. It is never isolated but rather always influenced by its context – which in ideal circumstances can be strategically created and moulded. The Consumer Mind Map was developed in order to survey consumers’ view of a brand, or rather their direct and indirect associations with the brand. The process is analogous to the classic mind-mapping process, but is implemented using an interactive online tool. Respondents locate certain image dimensions, both pre-set and their own, around a central point – the brand – and connect them together. The entire complex brand context is presented simply and intuitively understandable in its hierarchical arrangement. An algorithm is employed to consolidate all the individual views onto an aggregated Mind Map. The qualitative insights generated by quantitative data can then be put to use in brand management. This helps to clarify where there might be potential benefits from indirect associations which differentiate the brand. It also make it clear which qualities of the brand are truly unique and which concepts could be linked more closely to the brand through an appropriate communication strategy (fig.1). www.research-results.com

Local knowledge in every region of the world Single Client Point-of-Contact Europe: Muenster | Hamburg | Berlin | Munich Frankfurt | Mecadonia | Romania America: Canada | USA | Columbia | Costa Rica Africa: Tunisia APAC: Hong Kong | China | India | Indonesia Vietnam | Singapore | Japan

Qualitative and Quantitative Portfolio CATI | Online | Mobile | CLT Car Clinics | CAPI | POS | Mystery Recruitment | IDIs | FGs Key Industries Healthcare | Automtive | Finance Energy | FMCG IT & Telecommunications

Cido Research www.cidoresearch.com Hansestraße 69 · 48165 Münster · Tel. +49 2501/ 802-300 Member of: ADM, BVM, ESOMAR, EphMRA, MRA, ASOCS esearch & esults International Issue · 2016/2017 33

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Potential for Change Detected

Current Main Brand

1&1

17,9

13,0

22,8

17,9

3,3

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7,3

Telekom

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o2

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Vodafone

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Cable Provider

11,5

13,1

3,3

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Others

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19,6

3,9

15,7

11,8

1&1

Telekom

o2

Vodafone

Cable Provider

in relevant set

4,4

Others

BSM Relevant Set

Fig. 2

Source: Interrogare; figures in percent

Brand Switching Model To develop a brand strategy it is important to understand the brand’s relationship with its competitors.

This facilitates the accurate definition of strengths, weaknesses and effective Unique Selling Propositions (USPs). A study designed simply to compare brand perceptions – using straightforward scaled surveys – falls short for three reasons:

1. It’s the individual’s perception that counts Brands don’t gain market share by beating the competition in all aspects of the brand. Rather, individual consumers see specific advantages and disadvantages when they consider whether to opt for a brand or not. Thus the usual profile comparisons produce few insights into the reasons why a brand is selected or not.

2. Relative impression is crucial People are rarely in the position to undertake absolute judgements.

Rather, we need reference points. In a brand context, that means that a brand is always compared to other brands – above all those used currently and which one already has experience of.

switching may currently exist and which levers may be employed to reach competitors’ customers. Figure 2 illustrates the potential for change amongst the different suppliers in the mobile communications market. The findings show which competitor brands are central for brand positioning. They make it possible for the brand managers to detect and exploit the threats and opportunities for brand development.

Information for Further Development These three methods use reliable data to offer important insights and can provide crucial added value for strategic and operational brand management. This shift in perspective – brand research as a trigger for communication instead of simple control – makes it possible for market researchers to discover stimuli for successful, forward-looking brand management and thus ensure that market research results continue to be relevant and accepted in the long term. ■

3. Differences do not follow a linear pattern Prospect Theory states that people decide for or against something by comparing gains and losses. But losses weigh approximately twice as much as gains. This has far-reaching consequences for assessing brand positioning in relation to competition.

If a new brand has a number of weaknesses in relation to the preferred brand, why should the customer switch, even if the new brand does have some added values? The negative reasons win over the positive reasons, which are cognitively weightier, and prevent the change taking place.

Based on the findings of Behavioural Economics, the Brand Switching Model identifies the changing potential between brands on an individual level. Thus a clear picture emerges of the extent to which brands are competing with each other, what barriers to 34

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Sören Scholz is CEO of the Interrogare market research agency and as such is responsible for developing and implementing research methods.

Stefanie Sonnenschein is responsible for marketing and communication at the Interrogare market research agency. www.interrogare.com

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Perfect Match Before making an investment it’s advisable to be aware of the goal you want to achieve. For example, when you want to buy a new dashboard solution it’s important to know if you are going to use it with an exploratory or a operational approach. Alexander Skorka explains which criteria you should bear in mind when choosing a dashboard solution.

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reate a dashboard easily and in no time at all. This is an advertising promise made by almost every software provider. Unfortunately, there are substantial differences between the systems you should know about before making a decision. Of course, technical specifications are important. What's even more important, however, is that you are aware of the actual goal you want to achieve with your new dashboard solution. This is the only way to make sure that the solution meets your requirements, that you made the right choice and that your money has been well invested. Looking at today's dashboard landscape, two basic approaches emerge: the exploratory approach and the operational approach.

Exploratory Approach The exploratory approach (user driven) is all about independent exploration of data. The goal is to find answers to new questions and explore a wide range of topics interactively. In order to achieve this, the most important feature of a dashboard application is flexibility.

Flexibility in terms of easy integration of new data sources and the ability to quickly change the analytic method applied. What's key in this approach is to look at data from different perspectives and consequently identify new connections across data sources. To reach this goal, the dashboard user needs to know what they are doing.

They need to identify which kind of information is relevant for decision-making, determine the quality of data and whether it provides an adequate basis for analysis. They need to be able to confidently deploy different analytic methods and accurately assess existing sources of error. With this approach, the user is responsible for the accuracy, completeness and adequancy of the insights gained (fig. 1).

Operational Approach

Fig. 1: Example of Explorative Approach

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Unlike the exploratory approach, the operational approach (task driven) focuses on tasks such as assessing performance, understanding deviance and introducing appropriate measures. Content, the scope of analyses and visualization are clearly defined and tailored www.research-results.com

Photos: © M. Schuppich – Fotolia.com, Unternehmen

What to Consider When Buying Dashboard Software

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Fig. 2: Examples of Operational/Reporting Approach

to different areas of responsibility. It informs the user and recurring tasks are actively supported. With this approach, comprehension, accurate interpretation and an action-based focus are more important than the exploratory side of things. Consequently, dashboards need to be professional, intuitive communication platforms that actively support the user and enable them to take effective action. Setting up an exploratory dashboard is usually easy – it is the analytical side that is challenging. With the controlling approach, it's the other way around. Before being able to use the dashboard quickly and efficiently, the author needs to give it some thought.

Today, software solutions usually support both approaches. You can notice a clear preference though, as the type of functions required differs significantly. You might also come across a third approach: a system as a “source of reference”. This dashboard software provides easy and quick access to a large number of data points.

Unfortunately, this approach usually lacks the exploratory side of things and the action-based focus.

Key Decision Criteria There are some requirements that you should consider or at least know of when choosing the right software. Most software packages meet many of the requirements listed in both categories. Depending on the approach, however, the software needs to meet specific requirements related to the selected approach exceptionally well.

• looking at data from different perspectives?

• visualizing complex big data analyses?

• sharing insights with colleagues?

Operational Approach Requirements • Can information (e.g. cause-effect relationships) be visualized in an engaging manner by using infographics and are they easy to understand?

• Is the dashboard able to feature the company's corporate design and thus ensure higher level of identification and consistent internal brand image communication?

• Is it possible to add qualitative data to quantitative facts (e.g. by including expert knowledge and opinions or background information contained in documents, videos, etc.)?

• Can you comment on the information and insight provided and can they be shared and discussed with colleagues?

• Is it possible to plan action and track progress?

• Do alert or early warning systems support the user by actively pointing out important changes via email?

And finally: If you want to use survey data in your system, make sure that the selected software is able to work with this data directly and supports typical market research requirements such as weighting, significance tests or base size limits. ■

Exploratory Approach Requirements Does the software support the user effectively when...

• accessing different data sources?

• extracting data from data sources?

• verifying data quality?

• transforming data into the structure needed for analysis?

• integrating data from different data sources?

• applying different analytical methods across various data sources? www.research-results.com

Alexander Skorka is Global COO at Dapresy, an international provider of dashboard software. He is also responsible for the development of advanced dashboard applications and advises clients worldwide in the design and implementation. www.dapresy.com

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How to Turn the Changes in the Research World Into New Business Opportunities

The requirements for the market research industry are constantly changing. To stay in the game, research companies are required to find new ways to satisfy their end users. Dezső Karasszon explains how technical and organisational innovations can help operations teams to offer successful solutions.

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t’s the 29th of May 2016, I’m attending a diploma performance in the concert hall of the Liszt Academy of Budapest. The audience includes fans, well-wishers, independent music experts and the jury. In walks the orchestra, a proud moment for me as among those 30 musicians is the lead cellist – my sister. As the orchestra winds so expertly and seamlessly through its set and the audience watches avidly, I cannot help but feel how different this performance

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Playing an Important Role So how do we perform in our profession?

Where are the market research operations – scripting, data processing and data visualisation in the orchestral pit? Although, we create innovative solutions every day in our job, we do not automatically play the main role in the market research process. However, many people who are in some way or another connected to our work do not appreciate the value that we add, nor the importance of providing the right insight. We are not the orchestra, not the lead cellist and not even the piccolo player.

But I still believe that people working in market research operations play an important role and have a great future, full of challenges. What is their future role in the industry and what kinds of processes should we consider? The global approach of end users will continue to play a crucial role – www.research-results.com

Photos: © goir, dervish15 – Fotolia.com, Data Expert

Orchestrating the Future

is from the one which my 50 colleagues and I will take part in the following day.

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ting actions should be supported? Here again the market needs experts and services with multiple skills. Besides high level technical and research knowledge there must be a clear understanding of the end user’s marketing background, their goals and key success factors, and their design sense and data visualisation techniques. For us, the question of how we get people to the highest possible level as technicians, researchers, economists and even artists with a sense of beauty is both a big opportunity and an interesting challenge in the future.

Multiple Data Sources

Fig. 1: Example of a Dashboard

processes behind the studies can be created simultaneously and parameters can be defined based on local differences. After all, it is technically possible to start with a master script and clone the different versions automatically, effectively centralising both data management and the tabulation phase as well as developing the dashboard for all markets participating in the study (fig. 1). But that can only be done by a highly experienced and educated operations team where efficiency and professional coordination is vital.

Synchronising Innovation The types of innovation vary in our business. They can be research related, in mathematic models or organisational but they have always been associated more with technical innovation. And despite technical breakthroughs taking great leaps in recent decades, market research has been slow to adapt. Instead of narrowing its meaning to a purely technical one, organisations working in market research should realise a wider definition of innovation that includes all area of our business. In fact, I believe there is a lack of technical innovations in market research. Getting the most from technical development is not easy but it is the cornerstone of becoming a unique market player. Without technical transformation too much time is spent creating insights when we should be spending more time developing effective and future oriented actions. This way enterprises can drive the business and implement actions based on automatically delivered insights. In recent times only the biggest and most specialised operations teams have stepped up to become experts in several data collection and data visualisation technologies as well as fulfilling the growing need for tailor made solutions.

Advancing on All Levels In terms of innovation, our industry must advance on all levels.

We believe in an operations team that is very well informed about the current trends of end users, research techniques and marketing strategies. All repeating processes must be automated, dynamically built, and provide operations teams with the opportunity to concentrate on unique solutions. Even from the technical side, for each new project our questions are: Does this result make sense?

What do these scores mean to the end user and what kind of markewww.research-results.com

Today’s businesses need reports which contain not only market research data coming from questionnaires, they also need data coming from different sources, like social media, Google Analytics as well as data related to turnover or money spent on advertising. How can we effectively and efficiently get to the stage where we are getting the most crucial KPIs from each data source every time? And of course, as market research companies are expected to provide the full picture of the market this again requires a high level of technical skill. By providing the big picture, they also offer added value on top of being just a data provider. As organizations have a large amount of data that must be sieved to find the essential parts, the question is posed: Do operations teams have a role in finding the right KPIs? Yes – by sharing best practices. In summary, we believe in the harmony of a centralised operations team and a global approach – while being open to build flexible, ad-hoc solutions at the same time.

Building an Operations Team What are the main points you have to consider if you are working together with such a team? Full and easy integration into the market research value chain is the key when taking into consideration working with an operations support partner. A consultancy based attitude is the difference between pure technical support and research operations service provided by a real expert. For us, a professional attitude includes an effective and assertive communication style as well. As an external team we aim for a level of understanding with research executives that is even better than it was before with internal colleagues. The key for the future: turning changes in the research world into new business opportunities. Experienced operations teams, like ours, can support you in several innovation areas, focusing on the essential parts of our mutual clients’ businesses.

Cooperating with those teams should be a top priority – it is after all a highly efficient investment. Companies that offer solutions in market research operations may not be the orchestra, lead cellist or piccolo player but they can be the sound engineers – responsible for that perfect musical experience. ■

Dezső Karasszon CEO and co-founder of DataExpert – the largest independent market research operation company in Central-Europe. www.dataexpert.hu

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What to Expect When Running a Multi-Country Study

Ready to Rumble I

t is a story many of us know well: an important client with a huge project that needs to cover several countries. Of course deadlines are always tight and the budget is just enough, with a bit set aside as a back-up.

Naturally the client expects the best and we already convinced them that the new technique we have in mind is what they need. They have given the highly anticipated “go ahead” and now it is time to start.

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You guessed correctly – I am referring to the multi-country research project, the large one, the one we know we can handle… if only there weren’t so many ifs, ands, or buts about it. Relax, you are not alone, many of us have been, are and will be there, facing the “multi-country challenge”. Having a good grasp on how such complex projects go in reality, regardless of how much effort went into planning at the bidding stage, one can

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always expect the unexpected. This is why I allowed myself to put together a few key steps to ensure smooth sailing in the high seas of international market research.

Initial Set-Up The most crucial question at the initial phase is considering which tasks will be handled in-house and for which partners www.research-results.com

Photo: © aleksicze – Fotolia.com

What are the most important things a research manager needs to watch out for when running a multi-country study? What can cause one to go over budget? What is to be avoided and what are the unexpected bottlenecks? Danyo Dimitrov gives an overview of the surprises you must expect and explains how to make sure you are safe and on track before they hit you.

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might be needed. This is a question that is most commonly answered at the bidding stage, but still there are always some fine adjustments to be made. How do you pick the best partner or provider to work with and weed out the poor performers – especially if you need to run fieldwork in a country you have little experience with. Do you go with global panel providers or only seek the local experts? I’d say trust your instincts. Do they respond in detail or beat around the bush, do they adapt to your needs and requirements or try to fit your project in their own box? On the one hand, they need to know the specifics about the markets they offer, in this respect maybe you’d like to go to local experts, especially in relatively smaller markets. On the other hand, with so many markets in your project, communicating with multiple providers can be a bit of a hassle.

Probably the best compromise is to go regional, where you can still find local expertise and run several markets together with the same provider.

Timing is Everything In terms of timing, it is always a good idea to have a few days between each of the stages, as there will be some delays arising from various aspects of the job. Usually fieldwork is the point during which the time frame is pushed the most. There is a clear relationship between the quota set complexity and fieldwork duration. The larger the number of quotas and the more cells required, the longer it will take you to close them all. It goes without saying that you need to deliver the best detail depth possible to your client.

However, it is worth the effort to discuss this aspect with your client ahead of time and agree on how much time and resources you are willing to sacrifice for that much additional depth.

Less is More After setting up the whole process, which is more of a project management activity, it is time to jump in the deep waters of research and figure out the actual questionnaire. It is clear that fine-tuning the questionnaire is the key to the promised land of www.research-results.com

insights. You probably have the client brief and all the meeting notes and memos engraved in your consciousness already, however, this is where the “multi-country challenge” may hit you hard and unexpectedly. When dealing with multiple countries it is easy to forget that each market carries cultural specifics which may distort your results if they are not accounted for in the questionnaire.

In this respect, preparing a single questionnaire and then directly translating it to each of the languages required is hardly the winning formula. The common specifics to look for are income ranges, nationally representative quotas, market-adapted brand lists. That’s about it, right? Not really. Very often specifics go much deeper. For example, is the survey topic in line with the local legislation, can some of the questions be considered too personally invasive and many more. Most of the FMCG products are considered “safe to research” in Europe, most of Asia and the Americas, but you may need to double-check. The best people to consult with are the partners you have commissioned to handle a certain market. They should be able to advise on whether the topic and the wording are appropriate and unbiased for the country in question. Once you have the questionnaires sorted out, comes the time to translate them. Unless you have in-house resources, it is better to rely on a specialized translation agency or again on the supplier you have commissioned for the given market, as some of them do offer this service professionally. The last thing you’d need is your questionnaire to be understood differently in the different fieldwork countries.

l­ooking for older people who are heavy mobile app users. Such quota bottlenecks will bring down your incidence rate and increase the costs of the fieldwork.

Putting it All Together You now have all your interviews, a good time to congratulate yourself. But wait, it is still early to pop open the champagne. You need to have your data processed and your open-ends coded. As far as data processing goes, having solved all the adjustment matters during the questionnaire design phase, you should be good to proceed with crunching the numbers. As for open-end coding, once again, you need to overcome the language barrier. You have the same options, as with the questionnaire translation. Here, you have both a budget and a timing question to address in order to decide which path you’d like to take.

Unleash the Research Now all is in place and it’s time to unleash your research ingenuity and produce these valuable insights your client is expecting from you. All your work thus far will only add more to this creative process. Remember, you are now well aware of the cultural specifics of the given markets, combine that with the findings you accumulated and you will see your ideas blossom. And remember those champagne glasses you put away – it’s probably time to put them to good use. ■

Addressing the Fieldwork Every research manager addresses fieldwork differently. In my experience, the best way to avoid problems is to have a sample plan, namely which quota cells are the hardest and need to be given more time, hence pushed harder from the very beginning.

One may also like to dodge the bullet of the quota bottlenecks by spotting the problematic overlapping of demographics before it is too late. Say, you do a project on mobile apps, what you don’t want is to end up esearch &

Danyo Dimitrov is Managing Director at JTN Research. www.jtnresearch.com

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Law and Order Legislative Hurdles in the Context of a Multi-Country Case Study National and international regulations frequently provide new challenges for field research. Using a multi-country study as an example, Karin Hesselt and Tanja Hohoff show how field researchers can execute a project successfully – taking into account the conflicting requirements of clients, suppliers and respondents. pharmaceutical company wishes to conduct a telephone study aamong healthcare professionals to evaluate various treatment methods. Physicians in four markets are to be surveyed: Germany, France, Russia and the USA. Costs and quality are the key factors in the choice of a field institute – despite the fact that these are often competing goals. Since high quality data collection should be a “given”, in this case special attention is focused on data collection being done in accordance with international laws and guidelines.

Therefore, current knowledge of relevant laws is not only important for the field institute, but also for the protection of all partners. This article points out and explains examples of each country’s regulations, through all phases of a field study.

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Consent in Germany Protecting personal data is an omnipresent issue in today’s society.

Citizens, as respondents, are becoming more and more sceptical and legislators are reacting accordingly. The implications for a telephone study are far reaching. Before starting a CATI study, there are some important questions to clarify about sampling. The issue of employer consent is a continuous point of discussion. This permission is supposed to guarantee that physicians are not influenced by the pharmaceutical industry when taking part in studies. For Germany, the market research industry’s view in agreement with the German Hospital Federation is that employer consent is not required. The inwww.research-results.com

Foto: © sayid, Sashkin – Fotolia.com

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dependence of the research organization removes the fear of influence from the pharmaceutical industry, as recruiting and incentive distribution is done by the market research intstitute. A guideline by the FSA (Association for Self-regulation for the Pharmaceutical Industry) has not yet been issued.

Incentives in France Incentives are an important element, and the rules vary depending on the country. Overall, it is not in the interest of the client that incentives are an excessive cost component. In addition, pharmaceutical companies do not want to gain a reputation of influencing research studies. In France, this subject is handled by the Loi Bertrand and ASOCS directives, which require monitoring of incentives for HCPs. These rule that all incentives exceeding ten Euros must be reported. Higher incentives are published on a central public website. If physicians are qualified for full-time public service, proof must also be provided that authorization for participation has been issued. Prior to calling respondents, the location of the call centre must be considered. The protection of personal data plays a crucial role in this decision. The fact that data is only allowed to be disclosed in anonymous, aggregated form is well known. The mistrust of information security has found its way into public awareness, not least on account of disclosures by whistle blowers. It is obvious that market research institutes, who collect, store and process data, are possible targets for data theft. A key question is where the collected data is stored, and to whom and in what form it is transmitted.

Storage in Russia Different regulations apply, depending on the country. The data protection laws in the EU are among the strictest in the world. This makes collection more difficult and requires understanding from international clients about the fact that a lot of personal data are not allowed to be disclosed or hosted, stored or transmitted to an “insecure” third country. Focusing on this study’s markets again, the definition of an “insecure” third country, is based on an assessment of the national legislation. For Russia it must be ensured that all data that can be associated with a person must be stored on a server that is physically located in Russia. For this survey, this means that hosting sample and questionnaires must be either handled by a partner located in Russia or the field institute would need to rent servers in-country or operate its own Russian branch. Another possibility is operating in a third country that is regarded as a country with an adequate level of data protection. These are Australia, Argentina, Canada, Israel, Mexico and New Zealand. Cido Research, with its North American headquarters in Toronto, benefits from the fact that Canada is regarded as a secure third country.

Requirements in the USA

aler after obtaining explicit consent of the participant. In practice, this consent is extremely rare, meaning that most US calls to cell phones must be made manually. The definition of an auto dialer is so narrow that even a telephone with the possibility of automatic redial is regarded as auto dialing. When a project starts, address lists must be scrubbed to identify and segregate cell phones - however, this is not enough. Every day in the US, numbers are ported from landline to cell phones, and vice versa. To really ensure that a cell phone is not inadvertently called by an auto dialer, Cido Research uses a two-fold approach. On one hand, a daily scrubbing process is carried out, and on the other hand, one part of the phone studio is equipped with TCPA compliant telephone technology. This is actually stepping back to hand dialing and copper lines, which leads to a decrease in efficiency and an increase in costs.

Comply with All Regulations For the transmission of final data an example of an issue could be transatlantic data transfer between EU countries and the USA. The Safe Harbour Convention, which regulated the protection of personal data from EU citizens to the USA, was declared to be insufficient by a judgment of the European Court of Justice last year. As a consequence a new solution was negotiated and the EU-US Privacy Shield, with stricter and more comprehensive measures, came into effect this July. Now it is up to the associations to discuss the implications for market research and to implement regulations accordingly.

In conclusion, one of the services a field institute should provide is input on relevant legal matters, and guidance on how to execute studies without legal violations. Potential penalties are significant fines especially around TCPA compliant dialing in the USA and storing Russian data. In addition to financial loss, there is also a loss of reputation when it becomes known that a company has been involved with data protection violation. It is a challenge for field service providers to comply with all regulations and high quality standards in the light of downward pressure on pricing. An expert, globally-connected partner can minimize risk and maximize performance, in spite of all the dynamics and uncertainties. As a client, you can benefit from the combination of local expertise and centralized project management. ■

Karin Hesselt is Project Manager for international field studies at Cido Research Europe. She has accumulated over 17 years of research experience. She is versed in all methods of collecting data and manages worldwide b2b & b2c studies.

Tanja Hohoff For the US market, the regulations of the TCPA (Telephone Customer Protection Act) are a complicating factor for CATI studies. This act details the specific requirements for calling cell phones. Since the summer of 2015, a provision has been in force stating that in the USA, cell phone numbers are only allowed to be called by an auto diwww.research-results.com

is International Fieldwork Director at Cido Research Europe and responsible for international quantitative and qualitative projects as well as for the management of international client relations. www.cidoresearch.com

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Research

More Future-Orientation With Value-Based Segmentation The majority of segmentation-models is either based on demographic or behavioral attributes that are not sufficient for describing holistic consumer profiles, reckons Nico Hribernik. With the Sinus-Meta-Milieu* model the consumer can be described and activated for brands and products as a holistic human being across all aspects of his every-day life. Hribernik explains the advantages of this approach.

T

.oday local, regional and international markets are in a progressive process of integration, not only due to multi- or bilateral trade unions and agreements, but also thanks to ongoing digitization often erasing national boundaries in the mind of the consumer. Marketers can reach much bigger audiences across markets with every brand or product initiative launched. On the flipside, however, digitization also accelerates the speed of ever-changing lifestyles and trends that define a target-group’s preferences, choices and behavior. To keep track and turn consumer insights into action is one of the biggest challenges for International Marketing these days. This subsequently puts the pressure on Marketing Research. Researchers need to deliver consumer insights that are not only valid over time but also across markets.

Insights With Segmentation Models One proven method for more sustainable consumer insights as well as cross-market validity are segmentation models that look at the actual root-cause for consumer behavior and choices. The Sinus-Meta-Milieu model follows this approach by surveying values and principles in the context of socio-cultural dynamics. Sinus’ segmentation-indicator prompts a *All brands and products mentioned in this article are protected by trademark law

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scientifically proven set of statements defining the respondent’s orientation in terms of life-values, lifestyle, mindset and views of life. Combined with each respondent’s social situation, this results in groups of likeminded people from a similar social-status.

Each Meta-Milieu represents a consumersegment, which not only shares a mindset but also a similar lifestyle. Given that someone’s mindset and value-orientation is not as short-lived as the observable lifestyle alone, this segmentation-approach is much more sustainable in its significance for strategic target grouping. This is the main reason why the German edition of Philip Kotler’s Marketing Management endorsed the Sinus-Milieus as one of its recommended segmentation models. Its international translation, the Sinus-Meta-Milieus, has already been applied in more than 40 markets around the world. It is important to note that a specific Meta-Milieu in Germany is similar in values and mindset but indeed culturally not in exact accordance with the same Meta-Milieu in the United States.

However, the model delivers common drivers and characteristics that help to activate a brand or product with this target group in both markets.

Emerging versus Established Markets Moreover, it is true that the same model cannot be applied by every country given different levels of economic and societal development. Therefore Sinus developed and applies two different models: one for developed and one for emerging markets (fig. 1).

On one side there are cosmopolitan target groups that can be found in any market around the world. We can for example say that regardless if in Spain, Brazil, Japan or Indonesia, there is always a group of creative, individualistic and digitally sovereign people who network globally as mobile sowww.research-results.com

Photos: © scusi – Fotolia.com, Company

Birds of a Feather Flock Together

Research Short Description of Value-Based Lifestyle-Segmentation ESTABLISHED MARKETS

EMERGING MARKETS

Established

Performance and leadership, status-conscious, exclusive tastes, connoisseurship; distinction & self-assertion; conservative moralities and role patterns

Old Established

Patriarchic, claim of power, status and leadership, family- and clan-thinking; sense of duty and order; social prestige, ethics of responsibility

Intellectuals

Open-minded; liberal and pluralistic; searching for self-actualization & personal development; post-material goals; cultural and intellectual interests; authentic; academic; work-life-balance

Established Upper Class (Cosmopolitans)

Sophisticated, status-orientation, strategic life-planning; indulgence & work-life-balance, education & qualification, liberal & tolerant, social & ecological responsibility

Performers

Self-determination; flexible and socially mobile; looking for an intensive life, which means having success and fun; work hard – live exclusive; good qualifications and readiness to perform; multimedia fascination

Modern Performing

New economic elite, entrepreneurial, performance & efficiency, self-determination; semi-global thinking, superiority & distinction, willingness to perform

Digital Avantgarde

Non-conformist, creative & individualistic; self-realization, freedom & independence, no fixed dogma; mobile socializers, global, pluralistic, “scene” cosmopolitan, digital sovereign

Digital Avantgarde

Young & wealthy, digital global, mobile socializers, global-western attitude; creative & individualistic, self-realization; freedom & independence

Adaptive Navigators

Loyal & reliable; flexibility & security-driven, achievement-oriented, pragmatic and adaptive, good organized; want to be on the safe side; regrounding; family & friends

SuccessOriented

Willingness to perform, social climber mentality, flexibility- and security-driven, balance of work and family-friends; sense of tradition and order

Modern Mainstream

Looking for harmony & private happiness, family-relatives-friends, comfort and pleasure; striving for social integration and material security, defensive towards changes in society

Adapting Mainstream

Conservative-materialistic, status-oriented, order and harmony; balance of modern and religious life, social rules & moralities; feel pressure to keep up

Traditionals

Security and status-quo oriented, rather rigidly sticking to traditional values (e.g. sacrifice, duty, order); modest & honest, down to earth, „we little people“, health-caring

Traditional Popular (rural)

Strong community and family ties; religion and belief (spirituality); ritualized everyday-life, obedience and modesty; afraid of losing traditions, rules and values

ConsumerMaterialist

Materialistic and consumer hedonistic; striving to keep up, but often socially disadvantaged and uprooted, sometimes precarious; reactive basic orientation, fear and resentments; narrow-minded, solidarity, protection, robustness & toughness

Urban Working Class

Socially deprived, uprooted, fear & resentments; overcharged by modernisation, striving for basic needs; short term consumer orientation, materialism; solidarity within own network

SensationOriented

Looking for fun, thrill & action and entertainment; rather unconventional and rebellious; living for today, here and now; tendency to escape reality; independence, spontaneity, trendy

Fun & Money Driven

Spontaneity, fun, thrill & action; trend-adopting and imitation of Western lifestyles; carefreeness, independence; try to keep up with trends & brands; conflict with traditional values and religion

Fig. 1

Source: Sinus

cializers. This Digital Avant-garde, though described differently market by market, can be activated through a similar set of topics, attributes and benefits around the world. Furthermore, this target group is usually the most influential trend-setter in their respective market, followed by other segments in preference and behavior.

On the other side, distanced emerging markets like Brazil, Indonesia and China, have often more in common than they have with established markets in geographic proximity. Emerging markets, for example, comprise a Meta-Milieu, the so-called Success-Oriented, that doesn’t exist in more developed markets and can be described by a ‘social-climber’ mentality. Thanks to a similar context allowing consumers to achieve a social status higher than the one they were born into, this segment is looking for the same functional and emotional benefits in both China and Brazil: reflection of status and personal security. Given their rising importance in economic but also societal means, addressing this target group today may foster a loyal consumer-base of tomorrow.

Socio-Cultural Basic-Trends The Sinus-Meta-Milieus unveil their predictive power for markets and target-groups by looking at the socio-cultural trends described by the segmentation-indicator. Examples for these basic-trends are Digital Culture, Sustainability or Social Resistance. These socio-cultural trends are described by grouping certain indicator-statements and indicate how a certain market or target-group will react to changes in the marketplace or to exposure to specific topics: more in favor of adaptation, progression, hesitation or non-compliance. Sustainability, for example, is described by three statements altogether and thus allows its occurrence be measured for each respondent. Overall we can define the importance of sustainability for societies as a whole and conclude how it shapes a total market’s perspective on www.research-results.com

certain topics, campaigns or brands. Germany, showing an index of 124 versus all other trends is much more driven as total market versus Hong Kong or Japan where it is simply an occurrence within specific target groups, social elites in particular. Looking at holistic sets of socio-cultural trends with a thorough analysis can help identify both future market and target group potential.

Understand the Asian Mind Value-based consumer segmentation facilitates a more holistic and actionable consumer understanding specifically in Asia where the huge diversity with regards to religion, ethnicity, culture, traditions, economic and societal development is one of the biggest challenges faced by international market researchers and marketers. Sinus together with Acorn Asia unravel this challenge and deliver the first-ever Pan-Asian mindset study: Listening to the Asian Mind.

This study is a new milestone in interpreting Asia’s target groups based on mindset, values and lifestyles together with the trends that shape them. This means understanding future consumer potential across markets of immense opportunity – a truly future-oriented perspective. ■

Nico Hribernik studied International Business in Vienna and Seoul before joining Procter & Gamble in Geneva, Switzerland. At P&G he filled different Brand Management positions on Baby Care, Beauty Care and Snacks responsible for regional and global markets. He left in 2013 to partner with SinusInstitute from Germany and co-found SINUS:consult, a consumer-centric marketing consultancy in Singapore. www.sinusconsult.com

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Research

Act in Concert How to Soothe Friction Between Researchers and Creatives

C

.reatives and market researchers are not always the best of friends – researchers are accused of killing good ideas, using standardised but insensitive approaches and methodologies. “Great ideas simply can’t be researched”, is a common assertion as they are too original, and that they break with existing thought patterns. The relationship may have improved over the years, but an underlying tension is often still present – both for qualitative and quantitative market research agencies. What is needed to improve the situation

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so that creative work is consistently inspired by insights and doesn’t feel threatened or boxed in?

Core Challenges Happy Thinking People works constantly with many of the world’s top creative, design and innovation agencies. We’ve come to see the core challenges as follows: www.research-results.com

Photo: © freshidea – Fotolia.com

Creative agencies and market research are not always known to work hand in hand particularly well.

Researchers are accused of having no sense for creativity while creatives allegedly only want to listen to their gut feeling. Edward Appleton suggests how both sides can work to resolve “creative tensions” and become more productive.

Research

•

•

Creative and insights worlds are very different and work according to their very own rules. Respecting those roles and rules helps boost creative outputs immensely.

Research sometimes reflects an over-rationalised view of what consumers really think and feel deep-down. We need to facilitate differently – with an edge.

Respect and Inspire Co-creation, innovation, concept optimisation, concept writing workshops – Happy Thinking People has worked on all sorts of different “creative” projects globally. It leads us to two observations on how creatives and researchers can work well together. Firstly: creative and research processes are two very different disciplines, with their own set of rules and ways of working. Confusing the two is counterproductive. When creatives try to be researchers and viceversa, problems arise. So our mandate is to understand as well as respect the way your “meaningful other” works and feed into that.

Secondly, research works well for creative tasks when the insight remit includes delivering conceptual clarity (rather than a shopping list of descriptive, executional pointers) – a mental map, a “creative playing field”, with a start and an end-point for a yet-to-be-told story, for example. The space in-between is where creatives have freedom to roam mentally and craft an imaginative journey – whether it’s for a communications campaign, a new service, an optimised packaging design or a totally new product. The skillset is one of conceptual framing.

Ethnographic Inspiration Research also serves as an empathetic orchestrator of “ethnographic inspiration”. It captures emotions, in-the-moment reactions, real life situations, the trade-offs people make, the tensions they feel, what they say and what they mean and much more. In addition, it feeds the creative machine with aha moments as well as turns of phrase or visuals that suggest metaphors. The Happy People Thinking insights folk are a mixed bunch of ethnographers, semioticians, cultural specialists and act as creative Insight Consultants, working collaboratively with various types of creatives. In the end, the output corresponds 100 percent to what we felt and witnessed ourselves when leading insight work.

pressing. Getting to participant responses that are immediate, unreflected and more “System 1”, if you will, requires a different, involving and “edgy” approach. Sessions need to move along constantly, be task-infused and time-boxed. Gamification techniques need to be used, if possible involving all the senses, with people working in groups of small teams. Participants ought to be positively distracted by doing things, always moving onto the next task or topic, for example – so that their thinking patterns are working a little bit more naturally and their reactions are unfiltered.

We have a range of techniques aiming to get people to switch off their “rational responses”. These techniques encourage them to say things that they may not themselves fully understand and that don’t make them feel ashamed about expressing feelings or thoughts that at first glance don’t have a strong logic. Stop making sense, if you like.

The facilitator’s job is to make compelling but inspiring sense of what people mean behind what they say, or do, without needlessly engaging in laddering exercises, or developing complex output narratives tapping into so-called archaic structures.

Uncover Connections The “answer” is often to be found in “surface details” – be it a phrase, a look on someone’s face, or laughter that comes unexpectedly.

Probing of course makes sense to uncover hidden connections in people’s reactions. For example: if a certain colour in a print ad mock up irritates, a blue, or a print ad rough is criticised harshly on a layout point – probe to see if it’s actually the overall tonality that has got people’s heckles up, which may be perceived as arrogant or patronising.

At the end of the day, creatives and researchers that respect each other’s worlds with their own set of rules harmonise best and spark more insight-inspired innovations. Research facilitators and moderators that understand the dynamism and openness of sessions, that get involved themselves, and embrace pace and fluidity are likely to access the diverse gut-felt reactions that are so powerful in any creative development exercise. ■

Facilitating With Edge

Edward Appleton

Getting the best out of any creative research project requires rethinking the way facilitators or researchers “manage” innovation and concept workshops or ideation sessions. That means ditching the analytically neutral hat and getting involved. Consumers are no longer the passive creatures they perhaps once were. More and more they understand the “marketing game” and become experts in decoding. In many research situations, they also engage in over-rational responses which can be misleading and for a creative vaguely de-

is Director Global Marketing with Happy Thinking People.

Before, he has worked for over 20 years in Market Research on both the agency and client side. He blogs regularly at www.researchundreflect.blogspot.de and for Esomar. Edward is bi-cultural English/German, speaks fluent French, is a member of the MRS UK and a founding Board Member of Mobile Research in the Mobile World (MRMW). www.happythinkingpeople.com

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Lifestyle

10 Questions – 10 Answers

“Be Careful What You Wish For” John Mackay, Managing Director, MR Sample

The best advice I ever got was... ...be careful what you wish for!

The worst advice I have ever got was... ...it will make a great investment for the future! They did not say when!

I personally attribute particular importance to… ...honesty.

I personally put no value on… ...promises of future work!

My greatest success... ...my children.

My biggest flop... ...marriage!

If I had not become a market researcher… ...who knows!

This industry needs... ...interviewers!

My staff think I am... ...mad!

John Mackay is Managing Director at MR Sample Ltd., a company that offers sample and International fieldwork for the market research industry. He is also founder and Company Director of the Research Club, which hosts a series of business networking events. www.mr-sample.co.uk · www.theresearchclub.com

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www.research-results.com

Photos: © IKO, Birgit Reitz-Hofmann – Fotolia.com, MR Sample

This industry does not need... ...late payers!

Research

Save the date!

017 2 r e b o t c O 25-26 y n a m r e G ¡ h Munic

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49

Small Talk

Ipsos Study on Politics

Something is Rotten The relationship between public and politics is lukewarm. This is reflected in an international study by Ipsos in which 17,026 adults in 24 countries were polled. According to the survey 56 percent of Germans think that Angela Merkel and her government should be replaced by another administration. But every second German agrees that the current government is better than the opposition or any other potential replacement. Half of those under 35 but only four out of ten of those between 50 and 64 share this opinion. Three quarters of the French want to see President Hollande and his cabinet out of government, and in Spain eight out of ten want to see a change of administration. Two third of Italians want to see Prime Minister Matteo Renzi out of office. In the survey the Turkish president Recep Erdogan is also under pressure: six out of ten of those polled believe it is time for a fresh start. On the other hand the Russians seem very happy with their leader. Only a third wish to see a change of leadership in Russia. www.ipsos.com

YouGov Surveys Pet Owners

Humans are faithful to their dogs and cats. This is the result of a study among 520 pet owners conducted by YouGov. The majority (91 percent) see their four-legged companions as part of the family. More than a quarter (27 percent) agreed with the statement that their animals are a substitute for friends. Dog owners (37 percent) do so more than cat owners (24 percent). 25 percent even see their pets as substitutes for children and 14 percent see them as a substitute for a partner. At least half of those surveyed said that, as part of the family, both large and small pets get a tasty treat at Christmas, and 16 percent of owners even give them a present. The cost of caring for a pet is not very high according to most of those polled. Half of the pet owners spend less than 50 euros on food for their pet and a further third (33 percent) spend 50-100 euros. www.yougov.co.uk

Art Direction & Graphic Design: Brainpirates GmbH Dagmar Dressler E-mail: dagmar.dressler@brainpirates.de

Managing Directors: Heinrich Fischer, Hans Reitmeier, Martin Sippel

Service: The Research & Results International Issue is a special annual publication by Research & Results. All information has been researched with utmost care. We do not assume any responsibility for the correctness and completeness of the content.

Bylined articles do not necessarily reflect the opinion of the editorial staff. Articles accepted for publication become the sole property of the publisher. The publisher assumes no liability for unsolicited submissions of any kind.

All articles are copyright protected. Any kind of reproduction, even translation into foreign languages, is permitted only with the written consent of the publisher.

The Research & Results Magazine will be published in seven regular issues in 2016.

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