Using the Voice of the Customer to Inform Marketing EffortsEndeavor Management
The document provides an overview of using experience mapping to inform marketing efforts at MD Anderson Cancer Center. It discusses marketing's role in focusing on the customer experience and differentiating the institution. It then describes how MD Anderson used experience mapping to gain insights from patients to improve specific clinical areas like the gynecology clinic and pediatric proton therapy center. Experience mapping involved interviewing patients, physicians, and staff to map out the patient journey and identify opportunities. This led to targeted actions plans and measurable results, including increased online traffic, self-referrals, and donations. Tools are also presented for implementing experience mapping, such as developing study materials, recruiting patients, analyzing data, and facilitating action planning workshops.
October 20, 2010 Santa Clara University Leavey School of Business speaker slides for the Mktg 551 MBA course, presented for discussion with Professor Ravi Shanmugam's class.
The Future of Social Media Monitoring - Concrete case studies and step by s...Marcus Tewksbury
The document discusses a methodology for quantifying social media data for consumer insights. It involves developing a social media measurement framework by identifying relevant search terms, benchmarking conversations, and extracting target data sets. Demographic data is then analyzed and refreshed quarterly to develop a social media scoring model that can provide ongoing tracking of key themes over time for strategic decision making.
Your brand has advocates that can help increase sales, improve customer service and elevate how the marketplace perceives your products and services. In our latest white paper, we highlight the most effective ways to motivate and enable your advocates to become influencers.
The marketing plan summarizes Lawrence Samuels' analysis and recommendations for marketing a newsletter and operations for a nonprofit organization. Key points include conducting customer surveys and segmentation, targeting specific customer segments through various communication channels, and creating a customer database to gather information. The goal is to effectively manage processes, gain customer commitment, and treat different clients uniquely to create a competitive environment and maximize results.
PharmaVoice 2013 - Market Research Best PracticesDev Das
Market research plays a critical role in pharmaceutical companies' product development and marketing strategies. While research is important, some executives still see it as an afterthought. To increase their value, market researchers must gain a deeper understanding of customers and bring actionable insights to drive business decisions. Emerging techniques like social media analysis and simulations can provide new insights, but researchers must effectively communicate their findings to secure an influential role within the organization.
The document summarizes key differences between old and new marketing systems. [1] The old system focused on mass production and standardized products while the new system emphasizes product personalization and customization. [2] Communication has shifted from one-way broadcasts to individualized, two-way interactions between companies and customers. [3] Marketing now involves treating each customer as a unique individual rather than just another member of a demographic segment.
Measuring customer satisfaction and loyaltyp13nishantd
This document discusses the Net Promoter Score (NPS), a metric used to gauge customer satisfaction and loyalty. The NPS is based on responses to a single question that asks customers how likely they are to recommend a company or brand to a friend on a 0-10 scale. It is calculated based on the percentage of promoters (9-10 ratings) minus the percentage of detractors (0-6 ratings). The document outlines arguments that the NPS captures both emotional and rational dimensions of customer relationships and is a better measure than simple satisfaction or liking ratings because it indicates a commitment to future word-of-mouth promotion. It also notes that some companies now tie executive bonuses to NPS performance.
Using the Voice of the Customer to Inform Marketing EffortsEndeavor Management
The document provides an overview of using experience mapping to inform marketing efforts at MD Anderson Cancer Center. It discusses marketing's role in focusing on the customer experience and differentiating the institution. It then describes how MD Anderson used experience mapping to gain insights from patients to improve specific clinical areas like the gynecology clinic and pediatric proton therapy center. Experience mapping involved interviewing patients, physicians, and staff to map out the patient journey and identify opportunities. This led to targeted actions plans and measurable results, including increased online traffic, self-referrals, and donations. Tools are also presented for implementing experience mapping, such as developing study materials, recruiting patients, analyzing data, and facilitating action planning workshops.
October 20, 2010 Santa Clara University Leavey School of Business speaker slides for the Mktg 551 MBA course, presented for discussion with Professor Ravi Shanmugam's class.
The Future of Social Media Monitoring - Concrete case studies and step by s...Marcus Tewksbury
The document discusses a methodology for quantifying social media data for consumer insights. It involves developing a social media measurement framework by identifying relevant search terms, benchmarking conversations, and extracting target data sets. Demographic data is then analyzed and refreshed quarterly to develop a social media scoring model that can provide ongoing tracking of key themes over time for strategic decision making.
Your brand has advocates that can help increase sales, improve customer service and elevate how the marketplace perceives your products and services. In our latest white paper, we highlight the most effective ways to motivate and enable your advocates to become influencers.
The marketing plan summarizes Lawrence Samuels' analysis and recommendations for marketing a newsletter and operations for a nonprofit organization. Key points include conducting customer surveys and segmentation, targeting specific customer segments through various communication channels, and creating a customer database to gather information. The goal is to effectively manage processes, gain customer commitment, and treat different clients uniquely to create a competitive environment and maximize results.
PharmaVoice 2013 - Market Research Best PracticesDev Das
Market research plays a critical role in pharmaceutical companies' product development and marketing strategies. While research is important, some executives still see it as an afterthought. To increase their value, market researchers must gain a deeper understanding of customers and bring actionable insights to drive business decisions. Emerging techniques like social media analysis and simulations can provide new insights, but researchers must effectively communicate their findings to secure an influential role within the organization.
The document summarizes key differences between old and new marketing systems. [1] The old system focused on mass production and standardized products while the new system emphasizes product personalization and customization. [2] Communication has shifted from one-way broadcasts to individualized, two-way interactions between companies and customers. [3] Marketing now involves treating each customer as a unique individual rather than just another member of a demographic segment.
Measuring customer satisfaction and loyaltyp13nishantd
This document discusses the Net Promoter Score (NPS), a metric used to gauge customer satisfaction and loyalty. The NPS is based on responses to a single question that asks customers how likely they are to recommend a company or brand to a friend on a 0-10 scale. It is calculated based on the percentage of promoters (9-10 ratings) minus the percentage of detractors (0-6 ratings). The document outlines arguments that the NPS captures both emotional and rational dimensions of customer relationships and is a better measure than simple satisfaction or liking ratings because it indicates a commitment to future word-of-mouth promotion. It also notes that some companies now tie executive bonuses to NPS performance.
The document summarizes Wyeth Pharmaceuticals being awarded PMR2's Executive of the Year award for their progressive Consumer & Market Insights department. Key points:
- Wyeth adopted an "Insight Partner" model with six research specializations reporting to executive directors and overlayed with 11 teams each led by an Insight Partner.
- The Insight Partner acts as a strategic consultant rather than directing research, focusing on identifying issues and opportunities to inform brand strategy.
- This collaborative model breaks down silos, avoids duplication, and generates insights that directly inform brand management versus just fulfilling requests.
- Surveys found the new model increased performance and the C&MI team won several corporate awards,
This document provides an overview of marketing and customer satisfaction. It defines marketing as identifying, anticipating, and satisfying customer needs profitably. Customer satisfaction results from meeting or exceeding customer expectations through an exchange. Effective marketing requires understanding customers, competitors, and conducting research. A marketing plan outlines goals, budgets, target customers, and promotions to attract and retain customers. Customer satisfaction can be measured through surveys, feedback, and monitoring interactions. The key is optimizing revenue through improved customer experiences.
The document discusses 5 key client-side trends in the consulting industry that are impacting mid-sized consulting firms, including a focus on compensation tied to outcomes rather than effort, demand for specialized expertise, and helping clients tap new markets. It also outlines 3 ways mid-sized firms can achieve profitable growth through collaboration, generating downstream revenue, and restructuring cost models. However, balancing project delivery with business development remains a challenge for growth.
Strategies in Corporate Communications: Fostering a Collaborative Culture in ...Greenfield/Belser Ltd.
Strategies in Corporate Communications: Fostering a Collaborative Culture in the Partnership Ranks
No question about it: culture is defined by the leadership of the firm. But if collaboration is a hallmark of the firm's culture, communications can play a large role in energizing collaboration. This session offers three valuable strategies to help facilitate clear, effective communication and foster creativity between law firm partners. Our presenters will address:
• The Vampire Syndrome: Killing Off Deadly Communications Permanently
A step-by-step program to remove impediments to collaboration that include dreadful practice descriptions, chilly biographies, pale internal updates and bloodless newsletters
• Beyond the Drum Circle
Creative ideas that foster and sustain collaboration.
• What's Your Partner's Elevator Pitch?
How to enable lawyers to "sell" one another through collaborative learning.
Facilitators:
Burkey Belser, President, Greenfield/Belser Ltd.
Joe Walsh, Principal, Greenfield/Belser Ltd.
Hugh Anderson presented on PR measurement and the need to move beyond traditional metrics like AVEs. He outlined a new framework using a three-tiered approach measuring program outputs, outcomes, and business outcomes. New metrics could include social media engagement, website traffic and conversions. Tools like Google Analytics, Inkybee and research from organizations like the Coalition for PR Research Standards were highlighted to help practitioners more effectively measure PR impact.
This workshop was created to provide a framework for thinking about and measuring marketing investment.
For more marketing advice, contact info@hawkpartners.com
If it's going to work, you need to involve people outside the marketing function. Actually, you have a change management project on your hands. See why.
Please credit the author if you use the material. Some images are subject to copyright.
Beckett Advisors is a business strategy consulting firm that specializes in helping companies identify growth opportunities through analyzing internal and external information. They use quantitative research methods to uncover stakeholder perceptions that clients may miss. This reveals opportunities and strengthens strategies. Clients in various industries have experienced increased market share, profits, and bottom lines through Beckett's strategic planning, branding, pricing, and sales system improvements. Their goal is to provide market intelligence to enable sustainable growth.
State of US Retail Industry Trends: 5 InsightsSumit Roy
Retailers can grow their business by designing exceptional customer experiences. The 2011 Experience Radar identifies five experience enhancers that can help retailers create differentiated experiences: 1) understand that loyalty is driven by experience, not rewards points; 2) promote brand ambassadors to spread positive experiences; 3) help customers avoid risk through features like free shipping and flexible returns; 4) embrace omnichannel retailing by meeting customers wherever they shop; 5) swiftly resolve issues when things go wrong. The report also identifies five customer segments with distinct experience preferences that retailers can target.
This document discusses best practices for implementing a successful data quality initiative. It highlights common data quality challenges such as disparate data across systems and organizational silos. Successful initiatives establish clear metrics, involve a cross-functional team with executive support, develop data integration strategies, and select a comprehensive referential data source. The implementation process involves assembling a data quality team, defining key performance indicators, preparing the organization through communication and training, understanding current data processes, and integrating a referential data source to populate enterprise systems and ensure ongoing data integrity. Case studies from Lexmark, McGladrey, and Dow Corning are provided.
Drip Marketing: Marketers Guide to Lead NurturingRegalix
Drivers
Longer sales cycle
Only 20% of leads are followed up
Sales typically disqualifies 70% of leads based on lack of budget,timing, etc.
80% of those “bad leads” do go onto buy within 24 months
Need for lead management
Benefits
Lower lead acquisition cost
Increase retention rates
An estimated 70-90% of leads generated by marketing are never followed-up with by sales
Nurture program that sends out series of messages on a timely basis
Initiates conversation with prospects and customers over a period of time
Maps Content to the customer decision making cycle
Scores leads to understand where they are in the decision making cycle
Reclassifies leads based on
engagement
Keeps the leads warm till they're ready to buy!
According to the Direct Marketing Association, a prospect will need to see/hear your message 3 times to recognize you and a minimum of 9 times to make a sale
Outcome
Closes the lead management gap
Improves ROI of marketing spend by ‘plugging the leaks’ in lead management
Keeps your prospects engaged through targeted content decision makingcycle
Improves quality of leads
Take Aways
Increased lead conversion rates
Shorter & effective sales cycle
Better qualified leads
The Thought Leaders Project : Hospital MarketingBrian Bierbaum
This presentation walks through how you can use crowdsourcing in your hospital marketing and examples from The book including branding, patient acquisition, service line marketing, patient retention, and patient experience.
The Thought Leaders Project: Hospital Marketing, is co-written by a team of marketing thought leaders in the healthcare industry. The book is a compilation of healthcare marketing insights, tips, and best practices written by leading healthcare marketers. The book itself covers a variety of topics such as the application of digital marketing strategies to patient acquisition, patient experience, patient retention, and service line marketing. With articles from the likes of Lee Aase, Chris Boyer, Dan Dunlop we are empowered with the tools and inspired to take action to impact the very lives of the patients we serve.
Get the book at: http://amzn.to/HospitalMarketing
1) Content marketing is a marketing technique that involves creating and sharing valuable, relevant content to attract and engage a target audience with the goal of driving business outcomes.
2) It is not self-promotion but rather focuses on creating content that educates and interests the audience.
3) Content marketing requires a long-term strategy of developing content across various channels to communicate with audiences when and how they want.
Analysis of a Meta - Trade Study Interpretation of Decision- Making with a Value Proposition for Space Programs; My 2006 Presentation at the American Institute of Aeronatuics & Astronautics Conference: "Space Economic Analysis" Session
This is the slide deck that the Usic uses when we're talking to potential clients, customers, vendors, with an additional slide at the end tailored to investors. More detailed information can be obtained by emailing mike@theusic.com.
IITP Automation Provides Industrial Automation Training,
PLC Training in Noida, Delhi, Faridabad, Ghaziabad, Gurgaon and 100% JOB GUARANTEE
Best Industrial Automation Training in Noida and different PLC courses like PLC ,
SCADA, DCS, HMI etc
The Mezzanine Group Competitive Intelligence For B2 B Companiesmeredithlow
B2B companies often struggle to get a clear picture of their competitive environment. Competitive intelligence research offers a compelling and ethical way to get the evidence you need to make robust decisions.
TED is an open door to new ideas that aims to change the world through 18-minute talks on technology, entertainment and design. Speakers share passionate ideas with high quality thoughts and great coaching, giving some TED Talks the power of Hollywood movies. These talks are visible all over the world and can help people change the world for the better. The TEDxLaRochelle event provides a platform to share ideas globally.
The document summarizes Wyeth Pharmaceuticals being awarded PMR2's Executive of the Year award for their progressive Consumer & Market Insights department. Key points:
- Wyeth adopted an "Insight Partner" model with six research specializations reporting to executive directors and overlayed with 11 teams each led by an Insight Partner.
- The Insight Partner acts as a strategic consultant rather than directing research, focusing on identifying issues and opportunities to inform brand strategy.
- This collaborative model breaks down silos, avoids duplication, and generates insights that directly inform brand management versus just fulfilling requests.
- Surveys found the new model increased performance and the C&MI team won several corporate awards,
This document provides an overview of marketing and customer satisfaction. It defines marketing as identifying, anticipating, and satisfying customer needs profitably. Customer satisfaction results from meeting or exceeding customer expectations through an exchange. Effective marketing requires understanding customers, competitors, and conducting research. A marketing plan outlines goals, budgets, target customers, and promotions to attract and retain customers. Customer satisfaction can be measured through surveys, feedback, and monitoring interactions. The key is optimizing revenue through improved customer experiences.
The document discusses 5 key client-side trends in the consulting industry that are impacting mid-sized consulting firms, including a focus on compensation tied to outcomes rather than effort, demand for specialized expertise, and helping clients tap new markets. It also outlines 3 ways mid-sized firms can achieve profitable growth through collaboration, generating downstream revenue, and restructuring cost models. However, balancing project delivery with business development remains a challenge for growth.
Strategies in Corporate Communications: Fostering a Collaborative Culture in ...Greenfield/Belser Ltd.
Strategies in Corporate Communications: Fostering a Collaborative Culture in the Partnership Ranks
No question about it: culture is defined by the leadership of the firm. But if collaboration is a hallmark of the firm's culture, communications can play a large role in energizing collaboration. This session offers three valuable strategies to help facilitate clear, effective communication and foster creativity between law firm partners. Our presenters will address:
• The Vampire Syndrome: Killing Off Deadly Communications Permanently
A step-by-step program to remove impediments to collaboration that include dreadful practice descriptions, chilly biographies, pale internal updates and bloodless newsletters
• Beyond the Drum Circle
Creative ideas that foster and sustain collaboration.
• What's Your Partner's Elevator Pitch?
How to enable lawyers to "sell" one another through collaborative learning.
Facilitators:
Burkey Belser, President, Greenfield/Belser Ltd.
Joe Walsh, Principal, Greenfield/Belser Ltd.
Hugh Anderson presented on PR measurement and the need to move beyond traditional metrics like AVEs. He outlined a new framework using a three-tiered approach measuring program outputs, outcomes, and business outcomes. New metrics could include social media engagement, website traffic and conversions. Tools like Google Analytics, Inkybee and research from organizations like the Coalition for PR Research Standards were highlighted to help practitioners more effectively measure PR impact.
This workshop was created to provide a framework for thinking about and measuring marketing investment.
For more marketing advice, contact info@hawkpartners.com
If it's going to work, you need to involve people outside the marketing function. Actually, you have a change management project on your hands. See why.
Please credit the author if you use the material. Some images are subject to copyright.
Beckett Advisors is a business strategy consulting firm that specializes in helping companies identify growth opportunities through analyzing internal and external information. They use quantitative research methods to uncover stakeholder perceptions that clients may miss. This reveals opportunities and strengthens strategies. Clients in various industries have experienced increased market share, profits, and bottom lines through Beckett's strategic planning, branding, pricing, and sales system improvements. Their goal is to provide market intelligence to enable sustainable growth.
State of US Retail Industry Trends: 5 InsightsSumit Roy
Retailers can grow their business by designing exceptional customer experiences. The 2011 Experience Radar identifies five experience enhancers that can help retailers create differentiated experiences: 1) understand that loyalty is driven by experience, not rewards points; 2) promote brand ambassadors to spread positive experiences; 3) help customers avoid risk through features like free shipping and flexible returns; 4) embrace omnichannel retailing by meeting customers wherever they shop; 5) swiftly resolve issues when things go wrong. The report also identifies five customer segments with distinct experience preferences that retailers can target.
This document discusses best practices for implementing a successful data quality initiative. It highlights common data quality challenges such as disparate data across systems and organizational silos. Successful initiatives establish clear metrics, involve a cross-functional team with executive support, develop data integration strategies, and select a comprehensive referential data source. The implementation process involves assembling a data quality team, defining key performance indicators, preparing the organization through communication and training, understanding current data processes, and integrating a referential data source to populate enterprise systems and ensure ongoing data integrity. Case studies from Lexmark, McGladrey, and Dow Corning are provided.
Drip Marketing: Marketers Guide to Lead NurturingRegalix
Drivers
Longer sales cycle
Only 20% of leads are followed up
Sales typically disqualifies 70% of leads based on lack of budget,timing, etc.
80% of those “bad leads” do go onto buy within 24 months
Need for lead management
Benefits
Lower lead acquisition cost
Increase retention rates
An estimated 70-90% of leads generated by marketing are never followed-up with by sales
Nurture program that sends out series of messages on a timely basis
Initiates conversation with prospects and customers over a period of time
Maps Content to the customer decision making cycle
Scores leads to understand where they are in the decision making cycle
Reclassifies leads based on
engagement
Keeps the leads warm till they're ready to buy!
According to the Direct Marketing Association, a prospect will need to see/hear your message 3 times to recognize you and a minimum of 9 times to make a sale
Outcome
Closes the lead management gap
Improves ROI of marketing spend by ‘plugging the leaks’ in lead management
Keeps your prospects engaged through targeted content decision makingcycle
Improves quality of leads
Take Aways
Increased lead conversion rates
Shorter & effective sales cycle
Better qualified leads
The Thought Leaders Project : Hospital MarketingBrian Bierbaum
This presentation walks through how you can use crowdsourcing in your hospital marketing and examples from The book including branding, patient acquisition, service line marketing, patient retention, and patient experience.
The Thought Leaders Project: Hospital Marketing, is co-written by a team of marketing thought leaders in the healthcare industry. The book is a compilation of healthcare marketing insights, tips, and best practices written by leading healthcare marketers. The book itself covers a variety of topics such as the application of digital marketing strategies to patient acquisition, patient experience, patient retention, and service line marketing. With articles from the likes of Lee Aase, Chris Boyer, Dan Dunlop we are empowered with the tools and inspired to take action to impact the very lives of the patients we serve.
Get the book at: http://amzn.to/HospitalMarketing
1) Content marketing is a marketing technique that involves creating and sharing valuable, relevant content to attract and engage a target audience with the goal of driving business outcomes.
2) It is not self-promotion but rather focuses on creating content that educates and interests the audience.
3) Content marketing requires a long-term strategy of developing content across various channels to communicate with audiences when and how they want.
Analysis of a Meta - Trade Study Interpretation of Decision- Making with a Value Proposition for Space Programs; My 2006 Presentation at the American Institute of Aeronatuics & Astronautics Conference: "Space Economic Analysis" Session
This is the slide deck that the Usic uses when we're talking to potential clients, customers, vendors, with an additional slide at the end tailored to investors. More detailed information can be obtained by emailing mike@theusic.com.
IITP Automation Provides Industrial Automation Training,
PLC Training in Noida, Delhi, Faridabad, Ghaziabad, Gurgaon and 100% JOB GUARANTEE
Best Industrial Automation Training in Noida and different PLC courses like PLC ,
SCADA, DCS, HMI etc
The Mezzanine Group Competitive Intelligence For B2 B Companiesmeredithlow
B2B companies often struggle to get a clear picture of their competitive environment. Competitive intelligence research offers a compelling and ethical way to get the evidence you need to make robust decisions.
TED is an open door to new ideas that aims to change the world through 18-minute talks on technology, entertainment and design. Speakers share passionate ideas with high quality thoughts and great coaching, giving some TED Talks the power of Hollywood movies. These talks are visible all over the world and can help people change the world for the better. The TEDxLaRochelle event provides a platform to share ideas globally.
The document outlines rules for orders, costs, resources, and contacts for a business. For orders, it emphasizes exploiting references, clearly documenting deliverables for payment milestones, and avoiding delays in invoicing. For costs, it recommends keeping fixed costs low and focusing on keeping the business entity clean. For resources, it advises planning for at least 80% utilization before acquiring resources and evaluating each resource independently of cash flow.
Dokumen tersebut membahas tentang konfigurasi jaringan virtual privat (VPN) menggunakan protokol PPTP di perusahaan PT. KOMUNIKA LIMA DUABELAS untuk menghubungkan kantor pusat dan cabang secara aman dan efisien dengan biaya rendah. Dokumen tersebut menjelaskan latar belakang masalah, tujuan, metode penelitian yang digunakan, dan sistematika penulisan laporan yang terdiri atas lima bab.
This document provides a management summary of the challenges facing sponsorship sales professionals and proposes a solution. It notes that sponsorship salespeople spend significant time researching brands but have limited resources, and their efforts are often duplicated. It argues that a dedicated brand intelligence database driven by collaboration between salespeople could provide real-time brand data, reduce research time, and increase the number and quality of proposals, helping salespeople better meet brands' needs.
The document discusses new trends in customer intelligence that are presenting challenges and opportunities. It notes that post-recession budgets are tight while data and customer expectations are growing. This has resulted in a need for customer intelligence professionals to capture more data sources, integrate data, derive insights, and apply intelligence across organizations. New types of agencies called Customer Engagement Agencies are emerging that focus on customer strategies and experiences rather than just campaigns.
Taking your program global will increase the depth and breadth of your reference offerings, and will accelerate the sales cycle by influencing customers through the use of relevant third-party validation.
Five keys to extending your reach:
Understand the business etiquette.
Understand the culture.
Understand the importance of group and social hierarchies.
Build strong business relationships
Comply with regional privacy laws.
This document discusses customer advocacy in business-to-business (B2B) contexts. It argues that customer advocacy exists in B2B as brand impression and word-of-mouth are important drivers of supplier choice, even with business constraints like pricing and regulations. Meeting basic customer needs is essential to building trust and loyalty. The document presents research showing that service quality, relationship quality, satisfaction, and trust influence customer retention and advocacy in B2B similarly to business-to-consumer. It provides an example of a computer company that improved advocacy by focusing service on problem ownership.
1. Pursuit is a marketing consultancy that uses consumer insights to improve client engagement.
2. Pursuit uses Alterian SM2 to monitor social media and analyze brand mentions, sentiment, share of voice, and discussion themes for clients.
3. By examining the emotional context and comparing brands, Pursuit delivers insights like which positioning and topics resonate most for clients.
The document discusses various methods and approaches for conducting market research. It describes primary research methods like questionnaires, focus groups, interviews, and observation that involve directly collecting data from customers. It also covers secondary research which uses previously collected data from sources like government publications and the internet. Both qualitative and quantitative research approaches are explained. The document provides details on sampling methods for selecting representative groups of people for market research surveys.
1. The document discusses various aspects of consumer behavior including the buying process, perceived risk, influence of family life cycle, new urban families, industrial consumer behavior, and differences between individual and industrial consumer behavior.
2. Key aspects of marketing research are covered such as the research process, design, analysis methods, and preparing the marketing research report. Different types of marketing research are also discussed including new product launch research, advertising research, customer satisfaction research, and competitor analysis research.
3. Distribution and retail store image research methods are summarized as well as how to understand results, draw conclusions and communicate findings in a marketing research report. The document provides an overview of important consumer behavior and marketing research concepts.
How to apply speed dating techniques to persona developmentEndeavor Management
We had the privilege of leading this workshop recently along with SG2 and Roswell Park during the Annual PAMN Conference. This presentation outlines the importance and application of segments and templates you can use to accelerate your customer insight development. Personas are used to inform strategic decisions by putting the customer in the room. Learn how this technique can be used for your initiatives related to brand/marketing management, customer experience, and product/service innovation.
Acxiom_LOYALTY IN TODAY’S MARKETPLACE DEMANDS BETTER CONNECTIONS WITH CUSTOMERSScott Valentine, MBA, CSPO
New research indicates when brands don’t
connect customer data with marketing
efforts, the results are inconsistent
engagement that leads to lost opportunities,
diminished results, eroded margins and
fleeting brand value…engendering a loyalty
divide. Consumers demand better, authentic
connections based on value and brands
must deliver. Savvy marketers blend data
from multiple sources to provide customer
engagement that is authentic, relevant and
consistent to the brand, nurturing comfort,
familiarity, safety and trust – thus increasing
loyalty with their customers.
The document discusses how integrating different types of marketing data can provide a more holistic view of the impact of marketing initiatives. It describes how a company analyzed data from brand surveys, scanner data of retail sales, and consumer panel data all together. This allowed them to see that while brand surveys showed steady brand performance, retail sales and consumer behavior data revealed that frequent price promotions were training customers to only buy the brand when it was on sale and were devaluing the brand over time. Integrating these multiple data sources provided useful insights about how marketing activities were truly affecting customer attitudes and purchase behavior.
The document discusses strategies for compressing the prospect-to-customer lifecycle. It recommends spending marginally less on lead generation and more on lead management. Key steps include understanding the sales team's mindset, mapping the sales cycle, capturing lead data, identifying sales-ready leads, distributing leads to sales, getting updates from sales, and managing the sales pipeline with reports and metrics. The goal is to shorten sales cycles, increase close ratios, and engage sales in nurturing non-ready leads.
The document provides information about a marketing research project conducted on "Marketing Strategy for Increase Circulation" of Outlook Group magazines.
It includes the synopsis, objectives of the research which are to identify factors influencing customer purchase decisions and understand consumer behavior.
The research methodology adopted is explained which involves use of structured questionnaires for primary data collection from 150 customers. The scope of study covers customer expectations, brand offers, prices and impact of competition. Limitations include limited geographical coverage and reluctance of some respondents.
Marketo guide to lead nurturing-segmentationRick VARGAS
This document provides an overview of lead nurturing best practices. It is divided into nine parts that cover: defining lead nurturing and why it is important; creating a lead nurturing strategy; segmenting leads; multi-channel nurturing; content creation; basic and advanced lead segmentation; testing and optimization; and calculating return on investment. The document includes case studies, thought leader perspectives, and worksheets to help readers develop their own lead nurturing programs and processes.
Lead nurturing has become an integral part of a successful marketing strategy—specifically when building relationships with potential buyers across multiple channels, even if they are not currently looking to purchase a product or service. Today’s potential buyers don’t become customers overnight—they require marketing over time as they self-educate and build trust with a company. Lead nurturing helps marketers communicate consistently with buyers cross-channel and throughout the sales cycle—addressing the gap in time between when a lead first interacts with you and when she is ready to purchase.
The Definitive Guide to Lead Nurturing covers everything you need to know to get started using lead nurturing to drive revenue growth, including how to:
Create a lead nurture strategy
Nurture leads across channels
Segment a lead database
Choose appropriate content for each lead nurture track and audience
Get the most value from lead nurturing with testing and optimization
Measure and explain lead nurturing’s return on investment
This document provides information on how to conduct a customer perception review process to gain true insight into what customers really value about a supplier. The process involves diagnostic planning, interview training, interviews with customers, analysis of the interviews, and developing an action plan aligned with what customers need. Conducting this process enables businesses to understand what customers value at different levels of an organization and align offerings accurately, inform strategy and new product development, and create an effective action plan to improve performance.
How Can Institutions Listen and Learn from their Clients?CGAP
A competitive, market-led approach to financial inclusion has increased the industry’s focus on putting the clients at the center of strategic and operational decisions. This presentation outlines ways in which financial service providers can listen and learn from their clients and the implications this has for decision-making, product design and delivery, in the efforts to offer financial inclusion for all. This presentation is based on sessions from the Virtual Conference “How Can Institutions Listen and Learn from their Clients,” organized by CGAP and MicroSave.
Jerry Verpent is a senior marketing and consumer insights expert with over 25 years of experience. He offers development of research action plans for clients, including identifying business issues, designing custom research, and synthesizing existing data. He has expertise in all phases of marketing research across numerous categories. Client testimonials praise his strong strategic skills, ability to translate research into actionable strategies, and asset to help organizations grow their brands.
The document describes Morris' Customer Segmentation Profiles (CSP) service which identifies and defines customer demographics to help marketing and sales teams better understand their audiences. The CSP involves mining customer data, analyzing research, and defining customer segments and their purchasing motivations. This allows companies to align their brands and products with the right customers. Benefits include improved understanding and targeting of messaging. The scope of a CSP includes surveys, analysis, consumer mapping, individualized segments, and a final report. Pricing is $30,000 and it takes 20-40 days. A case study example profiles three common customer types - Sports Mom, Working Mom, and Affluent Mom - and suggests how to market to each.
This document discusses customer loyalty and challenges common misconceptions about what drives loyalty. It presents a model that segments loyalty into categories based on three dimensions: involvement in the product category, commitment to the brand, and likelihood to reevaluate choices. Understanding these segments allows companies to design tailored strategies to build loyalty for each group. The document provides examples of applying the model in industries like beer and consumer packaged goods to improve market focus.
This document provides an overview of marketing research and its purpose. It discusses the marketing research process, including defining problems, developing approaches, designing research, collecting and analyzing primary and secondary data, and reporting findings. Primary data collection methods like questionnaires, interviews, focus groups and observation are explained. Secondary data sources include internal company records and external sources like government statistics, trade associations, and commercial reports. The document also distinguishes between qualitative and quantitative information and research methods.
Similar to The Mezzanine Group Improving Decisions With The Power Of Interview Research July 2012 (20)
2. INTERVIEW RESEARCH
THIS WHITE PAPER IS BASED ON THE THE VALUE OF QUALITATIVE RESEARCH
THOUSANDS OF QUALITATIVE INTER-
VIEWS WE HAVE CONDUCTED OVER Over the past decade quantitative data has become
much more readily available for business decision mak-
MORE THAN A DECADE ON BEHALF
ing, especially in marketing. Our increased capacity to
OF SMALL, MID-SIZE, AND FORTUNE
measure, track, and survey our operations and custom-
500 B2B COMPANIES, AS WELL AS ers has boosted our ability to gain transparency on our
PROFESSIONAL ASSOCIATIONS. IT businesses. But its rise in popularity and prevalence
WILL BE OF INTEREST TO ANYONE masks one disadvantage; a corresponding decline in
WHO SEEKS TO UNDERSTAND HOW use and appreciation of qualitative research.
THEY CAN ENHANCE THEIR STRAT-
EGY, SALES, MARKETING, CUSTOMER This represents a concern. As we move beyond the age
SERVICE, OPERATIONS AND OVER- of information and into the what Forrester Research
calls the age of the customer, the value of qualitative
ALL BUSINESS OR ORGANIZATIONAL
research is actually growing in importance. Qualitative
SUCCESS BY USING INTERVIEWS AS
research has the ability to guide, illuminate, augment
A RESEARCH TOOL. and explain quantitative data.
Our clients, across all industries and sectors, find that
qualitative interview research provides a level of rich-
ness and depth that can yield an unparalleled under-
standing of their target markets. In a B2B context in par-
ticular, where buying decisions are typically complex,
qualitative research can provide invaluable insights into
decision-making that can’t be captured in a simple sur-
vey – not just the ‘what’ of buying behaviour, but the
‘why.’ And, sometimes, quantitative data simply isn’t
accessible in a meaningful way in a given industry or
specialization, while qualitative data is much easier to
obtain.
The Mezzanine Group 02
3. WHAT ARE THE BENEFITS OF
INTERVIEW RESEARCH?
Qualitative interview research provides a level Interview research can be used very effectively for
of nuance and richness and can provide an- a number of different purposes:
swers to questions that secondary research or
even a survey can’t. Interviews take you inside 1. Market landscape – to uncover the subtleties of
the minds of prospects and customers, to un- relationships and trends in the industry.
derstand how and why they make the decisions 2. Competitive intelligence – to understand the
they do. Interviews give you the opportunity for a range of positions in the market, and how effec-
dialogue that allows a much greater opportunity tive they are.
to probe deeper into interesting facets of cus-
3. Go-to-market-approach – to evaluate potential
tomer behaviour and perception.
go-to-market strategies and their reception in
the marketplace.
For example, finding out how often someone
purchases a given item is very different from un- 4. Buyer behaviour – to clarify why and how buy-
derstanding how they purchased it or how en- ers make the decisions they do, and what influ-
trenched or loyal to that product they may be. ences them.
Survey data may indicate that customers are 5. Client satisfaction – can be used either to illu-
very satisfied with a service and a company may minate or to prepare for quantitative research or
believe that its customers are loyal as a result. for a more strategic review of client satisfaction.
However, interviews may reveal that, despite
6. Member needs assessment – to probe the
expressed satisfaction, customers would leave
to a competitor because of small and unrealized affinity that members have with the organization
needs that the company did not anticipate or un- as well as to gauge their satisfaction and identify
derstand. emerging needs. Can also be used to prepare
for quantitative research.
In our experience, the results of quantitative 7. Segmentation – to obtain a nuanced, client-
research tend to tell a familiar story, often vali-
centric perspective.
dating internal hypotheses and accepted wis-
dom – while still offering value in the precision 8. Feasibility study – to assess market interest in
of the responses. However, qualitative research a particular product or service.
among customers and potential customers are
filled with anecdotes and colour, delivering much
deeper insights to behaviour and opportunities,
and enabling more informed and higher quality
decisions by leadership.
The Mezzanine Group 03
4. INTERVIEWS VS. FOCUS
GROUPS
There are many ways to acquire qualitative data:
one-on-one interviews, focus groups, observational
THE MOST EFFECTIVE analysis, shadowing, and others. The most common-
METHOD TO ACQUIRE ly used in market research are interviews and focus
QUALITATIVE DATA IS THE groups. We find that one-on-one interviews are the
ONE-ON-ONE INTERVIEW most effective method for most situations. While fo-
cus groups can sometimes be done successfully in
a B2B setting, and may be practical when a group is
already gathered together (such as at a conference),
there are a number of challenges which directly affect
their value, including:
• Competition: Where interviewees see each other
as competitors, there can be concerns about dis-
closing information. Participants may also send
out intentionally confusing signals, or may partici-
pate more for the purpose of trying to learn some-
thing from their competitors, calling results into
question. This occurs less frequently in a more
private situation like a one-on-one interview.
• Logistics: In B2B research and for professional
associations it can be quite challenging to secure
even one-on-one interviews. Bringing together in-
terviewees to a central location for a discussion
is near-impossible in many fields, and extremely
challenging and prohibitively expensive in others.
• Heterogeneity: It is unusual to find a set of pure
peers in B2B or professional association settings.
For example, even among health care profession-
als there is a clear hierarchy between physicians,
nurses and technicians. Even among physicians,
there are significant differences among different
specialties, and between specialists and general
practitioners. These differences in professional
roles can cause reticence and differential levels of
participation by individuals in a focus group.
The Mezzanine Group 04
5. WHEN SHOULD YOU DO
INTERVIEW RESEARCH?
Qualitative versus quantitative research is 2. It is not practical or affordable to do survey
really a false choice. In a robust market re- research, given the context or resources
search or member needs assessment pro- available
gram both methods are used regularly, and • Expertise is still required to design surveys that
are designed to work together in a comple- will elicit meaningful data. With the proliferation
mentary way. However, there are a number of of free or low-cost online survey tools, it may
situations where quantitative research is not seem that there are few barriers to administer-
optimal, and where qualitative research via ing surveys, but access to the technology does
interviews becomes an irreplaceable tool: not equal capability. A poorly-designed survey
1. Quantitative secondary research is not with imprecise or overlapping questions can
available muddy the waters. Since there is a tendency
to gravitate towards quantitative data, regard-
In many B2B industries, adequate secondary
less of how misleading or unclear the data may
research that would enable us to quantify the
be, this can be especially dangerous in terms of
market or report on customer or competitive
warping decision-making.
trends is simply not available, at any price..
This is particularly true where industries are: • It is not always practical to obtain a quality list
for survey distribution, particularly an email list.
• Highly specialized, niche, or small – data is
The more scattered and diverse the target pop-
not collected or reported at the appropriate
ulation is, the harder it will be to get a survey to
level of detail.
a representative sample.
• Operating in a fast-changing technological,
• Obtaining and evaluating a sample can be very
economic, or regulatory context — data
difficult. Even if you put out a survey with a
quickly becomes obsolete.
significant incentive, the target market will not
• Emerging, disruptive, or cross-disciplinary necessarily respond, despite best efforts. This
— the category doesn’t exist yet, or the is especially true if you are asking a particular
data may not be reported in a way that’s target market to comment on a topic or service
applicable. that isn’t core to their business. If the goal is to
• Geographically focused (in Canada or understand a small or fragmented market, sam-
elsewhere) and struggling to apply US or ple issues for quantitative data become even
global data to a specific market. more challenging and make the data difficult to
interpret.
In these cases, interview research can un-
cover trends and even give a sense of market
size. Note that secondary research should be
an important component of any research pro-
gram, to take full advantage of sources that
do exist, however limited, and to contextualize
primary research findings. The Mezzanine Group 05
6. WHEN SHOULD YOU DO
INTERVIEW RESEARCH?
3. You are not ready to write a survey 4. Survey research may not answer the
question
If little is known about the issues or the target
population, it may be impossible to write an ef- While quantitative research has grown significantly
fective survey. Conducting interview research more sophisticated in recent years, it still has limi-
beforehand will vastly improve the survey’s rel- tations that qualitative research can address. An
evance and accuracy. Interviews can help by: open question asked by a live person in the context
of a conversation can elicit much richer information
• Surfacing important topics to explore and
than a closed survey question ever will.
appropriate questions to ask.
• If you want to identify trends and future devel-
• Identifying terminology which will resonate
opments in your industry, qualitative research
with respondents.
can be a much more effective – and faster
• Generating potential answer options to pro- – way of uncovering the emerging ideas that
vide on the survey. will affect your industry. People only rarely fill
• Clarifying categories of respondents in a tar- in “Other: please specify” on a survey. But, if
get population. asked an open question in an interview (such
as “What are the trends you see in your indus-
try?” or “What are your main challenges?”),
they can provide a great deal of analysis which
QUALITATIVE RESEARCH CAN may point to the future, and which likely would
HELP IDENTIFY TRENDS AND not have been included in a survey.
FUTURE DEVELOPMENTS IN • If you are exploring sensitive issues, dynamic
YOUR INDUSTRY and adaptive interviews can be more effective
in obtaining useful data than a survey which
may just get abandoned or, worse, answered
inaccurately.
• If you want to understand a complex landscape
with a number of interlinked players, qualitative
research can give you a sense of the relation-
ships and power dynamics between them.
The Mezzanine Group 06
7. HOW IS INTERVIEW RESEARCH
CONDUCTED?
A successful interview research program includes:
ANYONE CAN HAVE A CONVER-
• Clear research objectives. SATION, BUT NOT EVERYONE
• Well-thought-out methodology, including provi- CAN CONDUCT AN EFFECTIVE
sions for confidentiality, medium of the inter- INTERVIEW. INTERVIEW RE-
view, time, and so on. SEARCH FOLLOWS A SPECIFIC
• Interviewees targeted for types of companies, PROCESS AND IS BEST DONE
types of roles, and the ability to comment on BY SKILLED INTERVIEWERS
specific subjects. WHO ARE ABLE TO DRAW OUT
• Incentives for interviewees, based on an as-
INFORMATION FROM INTER-
sessment of their motivations.
VIEWEES AND UNDERSTAND
ALL THE NUANCES OF THEIR
• An interview guide designed to meet the re-
COMMENTS.
search objectives while enabling the interview-
er to build rapport and trust with the intervie-
wee.
• The identification and preparation of interview-
ers, including a thorough briefing on the context
of the project and the research objectives, as
well as practice runs and observation.
• Securing and conducting the interviews.
• Monitoring and course correcting as required,
to enable learning through the process and to
ensure quality of results.
• Performing systematic and rigorous analysis of
the results, mapping back to the research ob-
jectives but also reporting unexpected findings.
The Mezzanine Group 07
8. SHOULD YOU USE A THIRD
PARTY OR DO IT YOURSELF?
For some purposes, a company or organiza- • Objectivity: To get the full value from a re-
tion can conduct interviews itself, and gain use- search process, a fresh set of eyes is often
ful results. This is true particularly when there needed. An outsider can see patterns that in-
is a very specific information objective desired, siders might miss, and insiders may shy away
there is little perceived risk in having the com- from tricky findings that a competent and pro-
pany reach out directly, and where confidential- fessional external research or firm should be
ity is not perceived to be important to the inter- comfortable addressing.
viewees. Sometimes, as with client satisfaction
• Capability: Designing, conducting, and ana-
check-ins, there can be a relationship-building
lyzing the results of interviews are specialized
aspect to the company doing this kind of re-
research skills that most companies and orga-
search itself.
nizations do not possess. Interviewers must be
able to fully grasp the business context and the
• Sponsor confidentiality: In order to ob-
research objectives, adjust to the styles of the
tain objective data on many topics (for in-
interviewees, and adapt the interview ques-
stance, brand perceptions or competitive
tions to the responses received. Most compa-
intelligence), it is critical for the sponsor of
nies and organizations do not have these skills
the research to be kept confidential, which
in-house.
is not possible if they are conducting the re-
search themselves. This also avoids tipping • Network: An external firm may have a larger
the sponsor’s hand to competitors. and more diverse network than the company or
organization itself, as well as relationships with
• Interviewee confidentiality: Only a third
experts in various industries, which it can bring
party can credibly state that confidentiality
to bear on securing interviews.
will be maintained. This encourages inter-
viewees to be more forthcoming with genu-
For more information on how to implement inter-
ine impressions and opinions, and therefore
view research successfully, see our companion
the interview results can be taken more seri-
White Paper titled “Conversations with purpose:
ously.
Maximizing the value of interview research,”
which provides steps for successfully conducting
interview research, and suggestions for avoiding
common pitfalls.
The Mezzanine Group 08
9. CONCLUSION
ONE OF THE MOST POWERFUL The ability to get closer to customers, users, and
members, understanding their emerging needs and
TOOLS TO UNDERSTAND THE
addressing challenges before they become intracta-
B2B ENVIRONMENT REMAINS ble, will be critical to business success in the coming
THE ONE-ON-ONE INTERVIEW decade.
WITH BUYERS, INFLUENCERS,
Mastering the oceans of data that are now available
STAKEHOLDERS, AND INDUSTRY in the business environment is part of this capability.
EXPERTS. However, those who ignore qualitative methods of
obtaining actionable insights will risk making deci-
sions without seeing the full picture. The one-on-one
interview – actually going and talking with the people
whose decisions directly affect your business – is
a unique and invaluable technique to include in any
research program, to improve the quality of decision-
making that results.
The Mezzanine Group 09
10. WANT MORE INFO?
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The Mezzanine Group 10
11. ABOUT THE MEZZANINE GROUP
The Mezzanine Group is a Toronto-based Business to Business
strategy and marketing company.
For more than ten years, we’ve helped executives in small and
mid-sized companies, large enterprises and professional
associations achieve growth through effective strategic plans
and marketing implementation.
We know growth - we were named one of the fastest growing
companies in Canada for four years by PROFIT Magazine.
The Mezzanine Group
www.themezzaninegroup.com
416 598 4684
info@themezzaninegroup.com