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From the handset to the client - Marketing research without researchers - TNS

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Presented by Jan Hofmeyr, Chief Researcher Behaviour Change, TNS …

Presented by Jan Hofmeyr, Chief Researcher Behaviour Change, TNS
at Market Research in the Mobile World Europe
8 - 11 October 2013, London, Europe

This event is proudly organised by Merlien Institute
Check out our upcoming events by visiting http://www.mrmw.net

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  • 1. October 8 – 11 2013, London The original, premier event for the Mobile Marketing Research Industry WWW.MRMW.NET
  • 2. TITLE SPONSOR DIAMOND SPONSOR PLATINUM SPONSOR SILVER SPONSORS PREMIERE SPONSOR GOLD SPONSORS WORKSHOP SPONSORS APP SPONSOR PREMIERE SPONSOR WWW.MRMW.NET NETWORKING SPONSOR
  • 3. MEDIA & ASSOCIATION PARTNERS WWW.MRMW.NET
  • 4. From Handset to Client Marketing Research without Researchers Jan Hofmeyr (Ph.D.) Chief Research Office: Behaviour Change Copyright: TNS (2013)
  • 5. Contents 1 Migrate all tracking to mobile phones/Designing for USSD 2 Real-time Feedback/Predictive Analytics 3 Machine-learning, Expert Systems, Automated Reporting 3 10 18 Copyright: TNS (2013) 2
  • 6. Mobile Phone Design Rules Designing for USSD Copyright: TNS (2013) 3
  • 7. Why should we migrate all tracking to mobile...  It’s the only cost-effective way to get full market visibility  It’s the only way to get ‘close to the moment’ information Copyright: TNS (2013) 4
  • 8. Platform: Survey/Phone types Smart/Advanced Feature phones All phones USSD SMS WAP Simple RESPONDENT EXPERIENCE Higher POPULATION COVERAGE APP Rich Lower Copyright: TNS (2013) 5
  • 9. So how good is WAP/APP coverage? Percent who cannot access the internet 43 50 58 24 Brazil Russia India China 32 France 32 Japan 22 UK 28 USA The Principle of Market Visibility Copyright: TNS (2013) 6
  • 10. Conclusion: Design all surveys as if for USSD  You have about 120 secs to complete your survey  There is a 165 character limit per question  It cannot do multiple response  All lists must be really short: attributes, touch-points, media, brands, services  Discipline: no room for sloppy or lazy design Copyright: TNS (2013) 7
  • 11. Don’t worry, you won’t miss much... Leveraging heuristics to improve design 50 Top 3: 86% 40  If you know the main thing, you know most of what there is to know 30  If you know the top three, you already know enough 20 10 0 Copyright: TNS (2013)
  • 12. Complete surveys in 120 secs...  It’s the only cost-effective way to get full market visibility  It’s the only way to get ‘close to the moment’ information  What makes it possible:  The fact that human behaviour is Zipf distributed  The fact that almost everyone has a mobile phone Copyright: TNS (2013) 9
  • 13. Real-time Feedback/Predictive Analytics By the time you know there’s a problem, it’s often too late! And in any case, you don’t want to be hostage to the future, you want to know how to change it. Copyright: TNS (2013) 10
  • 14. Apple versus Samsung in the USA Media diary results: the smart watch and new iPhone 100 Apple Share of Voice: TV  What happened next?  Is this typical for Apple?  What happened to Samsung?  What’s likely to happen next time? 0 Copyright: TNS (2013)
  • 15. More on the Apple-Samsung battle ... Analysis of media diary results in the USA Tech Portal     News Channels Social Network Is this always the pattern? How do these patterns compare with ad-campaign bursts? What are the sales effects, if any? What’s likely to happen next time? Copyright: TNS (2013)
  • 16. We can answer these questions by data-basing and leveraging predictive analytics Hello, are you there... Data Data In Copyright: TNS (2013)  Count instances  Establish p-values  Create knowledge Analysis Out
  • 17. Hello, are you there... From the Diary  There’s a worrying dip in Coca-Cola sales at lunch  It’s associated with an increase in Evian sales  The reason is: Evian is on promotion  There’s no change in Coca-Cola equity From the predictive use of the Database  In the past: -  If you take no action: normal in 4 days If you counter-promote: normal in 2 days Click here to go to planning app Copyright: TNS (2013) 14
  • 18. Hello, are you there... From the Diary  NatWest: customer experience unusually negative  Reason: slow page refresh speeds  Result: - 2-point fall in brand equity Gains go to Lloyds TSB, Santander From the predictive use of the Database  In the past if you take no action: -  Customer defections follow after 4 months Dual customers shift business share in 2 days Immediate costly increase in call-center activity Points reward to all customers: retains business Copyright: TNS (2013) 15
  • 19. Market research without Researchers Automated machine analysis and reporting Analytic Engine Data Fragments Fetching rules Statistical rules Logical rules Database analytics Expert Text Assemble Report Data In AE Expert Reports Copyright: TNS (2013) 2011/11/27 16
  • 20. Brand image: Banks in the UK Correspondence analysis Good service Nationwide Cares about customers Co-operative Lloyds TSB Barclays NatWest HSBC Market leader Makes banking simple Innovation Northern Rock Gaining popularity Santander Copyright: TNS (2013) 17
  • 21. Brand image: Banks in the UK Correspondence analysis Good service Nationwide Cares about customers Co-operative Lloyds TSB Barclays NatWest HSBC Market leader Makes banking simple The fact that these attributes lie at opposite ends of Innovation the map mean that no bank is seen to be both a market leader Northern Rock and to care about its customers. Santander Gaining This is a white space opportunity for banking in the UK. popularity Copyright: TNS (2013) 18
  • 22. Report for Lloyds TSB Marketing recommendations A Basic Analysis of Lloyds TSB Lloyds TSB need to improve its performance with respect to the key drivers: good customer service, makes banking simple. A brand can increase the psychological loyalty /commitment that people have to it in a number of ways: It can improve its performance with respect to the attributes that are currently most important; it can identify distinctive attributes relative to which it 'punches above its w eight' but which are unimportant; and try to increase their importance; it can identify 'unoccupied' territory i.e. an attribute combination that isn't associated with any banks - and make that important. i) Options in relation to the currently most important attributes As things stand, Lloyds TSB 'punches above its weight' with respect to the following key attribute(s): 'Offers all the accounts I need’. How ever, Lloyds TSB needs to improve its performance with respect to: 'Has good customer service' and 'Makes banking simple’. ii) Options in relation distinctive attributes Lloyds TSB has no positive relationship with any of the attributes that currently make a bank distinctive in this market. To take advantage of these attributes, it would have to both improve its association with them; and make them more important. Lloyds TSB has no positive relationship with any of the attributes that make a A unique opportunity exists for a bank that can achieve an image that combines the attributes that define dimensions 1 and 2. In other words, an image that combines: 'Is involved in the community' and bank distinctive in with 'A market leader in banking' and 'Easy to use 'That cares about its customers' this market. iii) Options in relation to attribute combinations no matter where you are'. Copyright: TNS (2013)
  • 23. Report for HSBC Marketing recommendations A Basic Analysis of HSBC In particular, HSBC needs to do something about its poor performance with respect to: ‘offers all the accounts I need’. A brand can increase the psychological loyalty /commitment that people have to it in a number of ways: It can improve its performance with respect to the attributes that are currently most important; it can identify distinctive attributes relative to which it 'punches above its weight' but which are unimportant; and try to increase their importance; it can identify 'unoccupied' territory i.e. an attribute combination that isn't associated with any banks - and make that important. i) Options in relation to the currently most important attributes As things stand, HSBC needs to improve its performance with respect to: 'Has good customer service' and 'Makes banking simple’. In particular, it needs to do something about its poor performance with respect to: 'Offers all the accounts I need’. ii) Options in relation distinctive attributes HSBC 'punches above its weight' (i.e. lies in the direction of) the following less important, but distinctive attributes (see map): 'A market leader in banking' and 'Easy to use no matter where you are' . If these became more important then the loyalty or commitment that people have to HSBC would increase. This is an alternative strategy for HSBC. HSBC has strength with respect to the less important iii) Options in relation to attribute combinations but distinctive attribute ‘easy to use no matter where A unique opportunity exists for a bank that can achieveare’. that combines the attributes that define dimensions 1 and 2. In other you an image If this became more important then words, an image that combines: 'Is involved in the community' and 'That cares about its customers' with 'A market leader in banking' and commitment to HSBC would increase. 'Easy to use no matter where you are'. Copyright: TNS (2013)
  • 24. Why machines are better...  They’re really fast...  They don’t make calculation mistakes...  They never forget...  They are expert because their minds have been written by an expert Copyright: TNS (2013) 21
  • 25. Put more simply... Machines are better because they’re not Human Copyright: TNS (2013) 22
  • 26. Thank you for your stamina and attention Copyright: TNS (2013) 23
  • 27. TITLE SPONSOR DIAMOND SPONSOR PLATINUM SPONSOR SILVER SPONSORS PREMIERE SPONSOR GOLD SPONSORS WORKSHOP SPONSORS APP SPONSOR PREMIERE SPONSOR WWW.MRMW.NET NETWORKING SPONSOR
  • 28. MEDIA & ASSOCIATION PARTNERS WWW.MRMW.NET
  • 29. October 8 – 11 2013, London The original, premier event for the Mobile Marketing Research Industry WWW.MRMW.NET