IDEAS & TOOLS                      F O R Q U A L I TAT I V E R E S E A R C HSPRING 2005VOLUME 3 • NUMBER 2
TABLE OF CONTENTS                                                                                         SPRING 2005     ...
TABLE OF CONTENTS                 CONTINUED                                                                               ...
Create Winning              Product Concepts              in Three Days              Martha Guidry describes an intensive ...
Create Winning Product Concepts in Three Days                   CONTINUED                  Concept Structure              ...
Create Winning Product Concepts in Three Days                                   CONTINUED                                 ...
Create Winning Product Concepts in Three Days                CONTINUED                  relieves most of my symptoms, but ...
N    A       T      I     O       N       A      Lstatement, based upon how theproduct works.                             ...
• The process is verydemanding on the moderator.The moderator must leadconstantly for the entire threedays, both in the re...
and creative in their concept-                                                      Premier Palm Beach County Facilitywrit...
Views - Concept Development in 3 Days
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Views - Concept Development in 3 Days

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Outlines a 3 day approach to writing positioning concepts - go from "nothing" to "something"

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Views - Concept Development in 3 Days

  1. 1. IDEAS & TOOLS F O R Q U A L I TAT I V E R E S E A R C HSPRING 2005VOLUME 3 • NUMBER 2
  2. 2. TABLE OF CONTENTS SPRING 2005 THE OFFICIAL PUBLICATION OF THE Q U A L I TAT I V E R E S E A R C H C O N S U LTA N T S A S S O C I AT I O N 16 20 FEATURE STORY Create Winning Product Concepts in Three Days • Martha Guidry describes an intensive three-day program that helps product teams and brand teams generate new product concepts. 28 QUALITATIVE TOOLBOX How to Outwit the Ten Enemies of Insights and Ideas • Kay Allison outlines ten common barriers to insightful thinking and recommends ways to creatively 8 FROM THE EDITOR-IN-CHIEF counter these enemies. Behind the Scenes at QRCA Views • Sharon Wolf describes the critical role that QRCA volunteer 32 QUALITATIVE TOOLBOX editors play in content development for this magazine. On Becoming a Qualitative Market Researcher: Grad Students Combine Methods for a 12 FROM THE PRESIDENT Website Usability Study • Dr. Ellen Day offers a Does One Size Fit All? • Diane Harris points out case study for a multi-method website usability that QRCA members’ investment in professional study created by her graduate students. Wayne development yields better and more insightful Maclean Lashua describes the experience from the outcomes for research buyers. students’ perspective. 16 LETTER TO THE EDITOR 42 INTERNATIONAL RESEARCH Cultural Influences on Emotional Expression • Creating Branded Service Innovations • Barry Tse emphasizes the importance of understanding Guy Tomlinson describes how creative applications cultural conditioning when deciphering emotional of qualitative research methods can help build expressions. service innovations. Editor-in-Chief: Sharon Wolf, sharon@qualidataresearch.com • Managing Editor: Timm Sweeney, sil@silgroup.net • Design/Art Direction & Publishing: Leading Edge Communications, LLC (615) 790.3718 views@leadingedgecommunications.com FEATURE EDITORS Book Reviews: Gregory Spaulding, greg@marketing-methodology.com • Business Matters: Gail Fudemberg, grfmarketing@ameritech.net • International Research: Susan Fader, susanfader@faderfocus.com • Industry Calendar: Dan Frost, dan@qualidataresearch.com • Letters to the Editor: Lana Limpert, lana@techniclarity.com • Qualitative Tool Box: Kimberly Daniels, kimberly@kdaresearch.com • Targeted Marketing: Judy Langer, jlanger@nopworld.com • Tech Talk: Gina Thorne, gthorne@efocus.com • Travel & Leisure: Susan Sweet, ssweet@doyleresearch.com4 QRCA VIEWS SPRING 2005 www.qrca.org
  3. 3. TABLE OF CONTENTS CONTINUED SPRING 2005 THE OFFICIAL PUBLICATION OF THE Q U A L I TAT I V E R E S E A R C H C O N S U LTA N T S A S S O C I AT I O N 72 70 BUSINESS MATTERS Break Through the Clutter: Create Marketing Communications That Resonate • Jay Zaltzman reminds QRCs to focus on hot buttons when communicating with prospective clients. 76 TRAVEL & LEISURE Vancouver: The Urban and Wilderness Experience of a Lifetime • Susan Sweet invites you to fall in love with the beauty and variety of Vancouver—both the city and the island. 88 QRCA NEWS Conference Program Preview: The Worldwide Biennial Conference on Qualitative Research • “Qualitative Transformations: Creating a New World Map,” to be held April 17-19, 2005, Conrad Hotel, Dublin, Ireland. 56 TARGETED MARKETING Canadian, Eh? • Mark Lovell discusses 11 issues 92 BOOK REVIEW to bear in mind when considering a research program A Peek into Permission Marketing • Greg or developing a marketing and communications plan Spaulding reviews Permission Marketing by Seth Grodin. for Canadian markets. 94 EDITORIAL GUIDELINES 64 TARGETED MARKETING Arf, Arf! Meow, Meow!: The Pet Market is Growing by Leaps and Bounds • Hy Mariampolski 96 INDUSTRY CALENDAR explains the reasons why pet products have become a $34 billion market in the U.S and details the growth of 98 INDEX OF ADVERTISERS premium products. visit QRCA online at www.qrca.org6 QRCA VIEWS SPRING 2005 www.qrca.org
  4. 4. Create Winning Product Concepts in Three Days Martha Guidry describes an intensive three-day program that helps product teams and brand teams generate new product concepts. BY MARTHA E. GUIDRY Consumer Reactions • Avon, CT • martha@consumerreactions.com I t is an absolute given that consumer packaged-goods companies seek a quick and successful launch of new products. Unfortunately, these same highly focused companies often devote more time to authoring concepts behind a desk than they do to getting close to their consumer and really understanding how the brand or potential product makes consumers tick. To make matters worse, otherwise sophisticated clients often take these vacuum-generated concepts into very expensive quantitative research to sort the ideas and find the winners. Armed with these quantitative data, they then execute against the winning concept, only to find that their expensive test merely selected the best of a bad group of concepts, leaving the company without a winning idea for their brand. To help clients avoid this costly cycle of failed new-product launches, we developed a three-day consumer-immersion session, accompanied by aggressive, real-time concept writing and editing. This process often yields extremely positive results. • Day 1: Focus on consumer understanding and identifying lead benefit ideas. • Day 2: Focus on defining the best articulations for the product benefits, as well as developing strong consumer-insight statements. • Day 3: Focus on creating and testing the most believable support statement (or Reason to Believe) for each lead-concept direction— i.e., the key statement that helps persuade the consumer to purchase the product. The process is a win-win strategy for all involved. The moderator helps facilitate both the consumer interactions as well as client interactions, thereby dramatically improving the group’s efficiency and productivity. The client leaves the session with truly different, consumer-driven concepts, each of them ready for the next step in the new-product qualification process.20 QRCA VIEWS SPRING 2005 www.qrca.org
  5. 5. Create Winning Product Concepts in Three Days CONTINUED Concept Structure The classic definition of a product concept consists of four basic parts: Headline, Insight, Benefit, and Reason to Believe. • The Headline expresses the most important concept idea and is used as a summary intended to catch the consumer’s eye. • The Insight expresses the unmet need or frustration of the consumer. • The Benefit is the promise to the consumer that addresses the Insight. • The Reason to Believe adds credibility behind the promise contained within the product Benefit. The Ground Rules for Success The following five guidelines help ensure successful sessions. 1. The client team must be diverse, with participants from marketing, market research, the ad agency, and R&D. Blending expertise brings a rich perspective and a broad array of ideas to the process. Often, the product-launch team is a suitably diverse group to participate. Using the product-launch team ensures that the critical champions of the product buy into and support the new ideas because they have participated and team members are captive, focused heard firsthand from consumers that they are participants and that the integrity of the excited about the product proposition. process isn’t corrupted by a drop- by colleague. If you happen to be a 4. The entire team must clearly understand what the process entails. The process is moderator who doesn’t enjoy intense and requires long hours and hard writing concepts, and who work by each member of the team. The moderator needs to set clear expectations with views concept development as the team during a pre-meeting that occurs at the client offices before the session. He or she a wordsmithing exercise, then must clearly articulate that the research is an this process is not for you. interactive process that requires significant work between the members of the group over the three-day period. Team members must be 2. All team members must fully commit to disabused of any notion that they can remain participating over all three days. This rule is in a so-called M&M coma between the focus- inflexible because the concept-building process is group sessions, since they will need to listen based on cumulative learning, and it is essential and contribute throughout the process. that all members listen and experience all of the learning to help move the process forward, both 5. The team must commit to focusing on one in the session and back in the real world. In distinct consumer target. A single target is addition, full commitment prevents having a pet essential because the success of this idea inserted late into the process just because accelerated process is based on making someone dropped by during one focus group. decisions from cumulative knowledge garnered over the three days. It is unrealistic 3. The session should take place at an offsite to expect to assess more than one target group location that is not easily accessible from the during this period, and a longer period office. A remote location ensures that the becomes logistically difficult to execute.22 QRCA VIEWS SPRING 2005 www.qrca.org
  6. 6. Create Winning Product Concepts in Three Days CONTINUED asked, prior to attending the IDI, to create a poster that answers three distinct questions: 1. How do I feel when I have a cold? 2. How do I feel when I take cold medicine? 3. How do I want to feel when I’ve recovered from my cold? While consumers describe their collages, clients are encouraged to listen for the emotional elements that are relevant to the target. These ideas can be used later to develop Insights and to add relevance to Benefit ideas that might not have already been considered. During the Benefit statement review/sort, the consumer is asked to react to a variety of Benefit statements written on individual sheets of paper (uniquely lettered for identification purposes). These statements should be developed prior to the session, based on existing knowledge of the target consumer and/or in combination with an ideation session. Typically, as many as twenty Benefit statements can be reviewed during these IDIs. The consumer is asked to sort the Benefit statements into Like/Dislike/Neutral piles, and then the moderator probes the consumer for what drove the sort choices. At the end of Day 1, the team debriefs andDay 1—Consumer Understanding and identifies the lead ten Benefit areas to pursue, as well as to capture the key insights learnedLead Benefit Selection throughout the day.There are three goals during the first dayof research: • Understand the issue value surrounding Moderators who enjoy the product. • Solicit feedback on a variety of benefit helping a team rally around articulations. • Listen for emotional elements that will be ideas and build ownership put to use later during Insight development. for the concepts will find Typically, Day 1 consists of eight to ten in-depth interviews (IDIs) among consumers. For this process very satisfying.illustrative purposes, consider a cough/coldproduct. All in-depth interviews and focusgroups are recruited against the same target, Day 2—Refining Benefit and Insighte.g., males/females aged 24-50 who have Articulationpurchased and used a cold/flu remedy in the past The second day consists of two or threethree months. The in-depth interviews are identically recruited focus groups, each twodivided into three areas: hours in length. The lead Benefit ideas are • Habits and practices married to the Insight articulations learned • A collage prepared at home prior to during Day 1. These Benefit + Insight statements the research usually fall into three categories: • Benefit statement feedback 1. Statements of an existing belief (e.g., There is The exploration of habits and practices helps no cure for the common cold, so symptom reliefthe team understand the existing product regimes, is the best I can do.).how well the products meet the consumers’ needs, 2. Statements that set up a problem (e.g., Iand the consumers’ perception of the ideal want a cold medicine that relieves my symptomsproduct to address their problem. but doesn’t make me drowsy.). The consumer collage (or other relevant 3. Statements that set up a competitivehomework) is where the participants might be positioning (e.g., My current cold medicine Q U A L I TAT I V E R E S E A R C H C O N S U LTA N T S A S S O C I AT I O N 23
  7. 7. Create Winning Product Concepts in Three Days CONTINUED relieves most of my symptoms, but swallowing Once finalized, the mini-concepts are those huge capsules makes me gag.). shared with consumers. Some typical questions Experience has shown that strong consumer to ask about each of the mini-concepts Insights adhere to the PQRS-BC1 model below: statements include: • What is your first reaction to the idea? P Keep it Positive. • What is the main idea? Q Do not ask a Question. • Are there ways to communicate this idea in R Do not Restate the Benefit a clearer way? S Keep it Simple. / Set up one problem. • Any concerns/questions/information B Keep it Brief. missing? C Use Consumer Language. • What do you like/dislike? 1 1st Person. / Always use “I”. • Why is this idea important to you? • Is the idea unique/different/relevant? Generally, work teams are divided into The final question is to ask the consumer to sub-teams to begin developing the Benefit + rank the Benefit + Insight statements from most Insight statements, or mini-concepts, since to least favorite, discussing their choices. the amount of work required to create the Between groups, the Insight articulations are statements can outstrip the time available. refined to reflect consumer feedback. At the end By having the sub-teams work on a smaller of Day 2, the team debriefs and identifies the number of ideas and then presenting them to lead Insight + Benefit statements to carry the group, a greater number of possibilities forward into Day 3. In addition, the team will can be generated for review, and revisions can devote a portion of the end of the day to be made relatively quickly before showing creating a variety of Reason to Believe support them in the focus groups. statements to accompany each Insight + Benefit24 QRCA VIEWS SPRING 2005 www.qrca.org
  8. 8. N A T I O N A Lstatement, based upon how theproduct works. Field & Focus Boston’s Complete Data Collection ServiceDay 3—Refining Full TOP RATED IN IMPULSE SURVEYConcept and Identifying Focus Groups Sink & Mirror Testing Mock Jury Panels InterceptsLead Candidates Field Management CLTs / HUTsAs with Day 2, Day 3 also 205 Newbury Street • Framingham, MA 01701consists of two or three Tel 508-370-7788 • Fax 508-370-7744identically recruited focus Email INFO@NFF-INC.comgroups, each two hours inlength. In the first group, up toten concepts can be presentedfor feedback. After eachsuccessive group, the languageis refined, and the number ofconcepts is decreased asappropriate, based upon theenthusiasm and interest of theconsumers. By the final group,typically no more than five orsix full concepts are presented.Consumers answer questionssimilar to those asked in Day 2for each of the full concepts.Consumers should also rankconcepts from most toleast favorite.Types of ProjectsWe have used this process inthe following categories:cough/cold, household-surfacecleaning, laundry care, foodsupplements, beauty care, andhair replacement. In somecases, the client team waslaunching a new product, whilein others the goal was toreinvigorate an old brand. The breadth of successfulinitiatives resulting from thesethree-day sessions suggests thatit can be easily adapted for anychallenging marketingsituation. Virtually all of thebrands that engaged in theprocess are now successfullypositioned in the marketplacewith a unique, winningconcept. You’ve probably seenthem on shelf!ChallengesBased on my experience runningmany sessions, I have identifiedsome common challenges.
  9. 9. • The process is verydemanding on the moderator.The moderator must leadconstantly for the entire threedays, both in the respondentroom and among the clients.The days are long, and themoderator plays the key roleof keeping a constant level ofenergy and enthusiasm to keepthe team motivated. Inaddition, the moderator has toplay the watchdog, ensuringthat the process is movingforward to meet the deadline.This isn’t always a comfortablerole, and it requires greatstamina and enthusiasm.• The three-day sessions areexhausting for the teammembers. The constant needto push the process forward,combined with the longworkdays, tires even thehardiest of clients. Breaks forfresh air and well-timed funactivities help break up themonotony and reinvigoratethe troops.• The moderator must beorganized and flexible. Thevolume of work that must beaccomplished requires astructured game plan toensure that each step is readyas needed. But we all knowthat even the best-laid plansdon’t always go smoothly, sobeing nimble and able toadjust on the fly is essential.• The moderator must beskilled in ideation techniques.Different parts of the sessionmay need some structuredbrainstorming to flesh outideas. As such, I always bringalong a few of my typicalideation exercises to help theteam develop more creativeReasons to Believe andsharper benefit articulations.• The sub-teams created fordifferent parts of thedevelopment process need tobe carefully planned. Not allteam members are confident
  10. 10. and creative in their concept- Premier Palm Beach County Facilitywriting skills. I have foundthat I need to watch the Focus Groups & One-on-One Interviewsskills and interaction of the Expert Recruiting to your Exact Specificationsgroup carefully to ensure I’ve Emphasis on Quality and Performancecreated smoothly functioning Active Group On-Line Viewingsub-teams. Teams often needto be shuffled around tobalance skills and add a 4020 S. 57th Avenue - Suite103 • Lake Worth, FL 33463 E-MAIL: fieldfocus@field-n-focus.com • 561-965-4720 • FAX 561-965-7439fresh perspective to theprocess. In addition, I alwaysbring some training sheetson concept writing, just incase I have team memberswho need a refresher.• Not all moderators like towrite concepts. If you happento be a moderator whodoesn’t enjoy writingconcepts, and who viewsconcept development as awordsmithing exercise, thenthis process is not for you. Ihave often found that, as anoutsider to the brand,freshness combined with atalent for articulatingconsumer needs in theirlanguage is an invaluableasset to this process. Inaddition, those who enjoyhelping a team rally aroundideas and build ownership forthe concepts will find thisprocess very satisfying.• Although the concept • Impeccable Servicedevelopment process isrigorous, it is incrediblyrewarding. At the end of the • High Quality Recruitingthree-day session, theconsumers have helped theteam develop three to five full • Superior Facilitiesconcepts that are builtaround consumer-drivenlanguage and a single-mindedBenefit, supported by abelievable Reason to Believe. Need anything else? Just ask.The entire team hasexchanged ideas andstrengthened theirrelationship by workingclosely together towards acommon goal. The end resultis a shared vision of where Ask us about NATIONAL DATA RESEARCH, INC.they will take their product the GroupNetline in the future. CHICAGO & NORTHFIELD, ILLINOIS Rewards program. Tel: 847-501-3200 • www.national-data.net www.group-net.com

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