Copyright 2014 by Saurage Research, Inc. All rights reserved. No part of this document may be reproduced by any means what...
2
AAF North Central Indiana | 22 May 2014
2
• Know [everything] about
customers and how they make
choices
• Convert any an...
3
AAF North Central Indiana | 22 May 2014
3
• Know [everything] about
customers and how they make
choices
• Convert any an...
4
AAF North Central Indiana | 22 May 2014
4
Today's Growing Need for Marketing Information
• Rise of global marketing
• Ne...
5
AAF North Central Indiana | 22 May 2014
5
Market Research
• The systematic design, collection, analysis and reporting
of...
6
AAF North Central Indiana | 22 May 2014
6
Reasons for Market Research Insights
• Identify market opportunities,
emerging...
7
AAF North Central Indiana | 22 May 2014
7
Metrics for Successful Audience Engagement
• Revenue Metrics: Marketing’s aggr...
8
AAF North Central Indiana | 22 May 2014
8
9
AAF North Central Indiana | 22 May 2014
9
The Market Research Process
1. Define the challenge or issue and research obje...
10
AAF North Central Indiana | 22 May 2014
10
The Objectives
1. Define the challenge or issue and research objectives --
W...
11
AAF North Central Indiana | 22 May 2014
11
The Research Plan
2. Develop a research plan to gather data
• Sources: secon...
12
AAF North Central Indiana | 22 May 2014
12
Insights are gathered in many forms…
Quantitative
• Measurable, structured, ...
13
AAF North Central Indiana | 22 May 2014
13Image from ProvalisResearch.com ad in AAPOR 2013 conference guide
 Text anal...
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AAF North Central Indiana | 22 May 2014
14
Gather and Analyze
3. Collect the data
4. Analyze the data
5. Present the fi...
15
Case 1 – Expanding Customer Base (B2B)
• Understand true customer – completely
• Identify selection influencers – situa...
16
Case 2 – Responding to Changes in the Market (CPG)
• Industry data and scanning – significant consumption changes
• Def...
17
Case 3 – Renewing a Brand (retail)
• Understand true customer – completely
• Identify retail dynamics, brand churn, gap...
18
Case 4 – Encouraging Different Choices (program)
• Baseline behaviors of customers
• Identify triggers for change – emo...
19
Case 5 – Defining Brand Equity (service)
• Understand the offering – completely
• Identify and profile promoters and de...
20
Consider…
• Internal (empirical) data – put it to work for you
• Understand your market – industry scanning
• Establish...
21
AAF North Central Indiana | 22 May 2014
21
Does your marketing measure up?
ssaurage@SaurageResearch.com
http://pinteres...
22
AAF North Central Indiana | 22 May 2014
22
About the Presenter
Susan Saurage-Altenloh specializes in designing research...
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Shaping your 2014 strategy - integrating market research - saurage

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Shaping your 2014 strategy - integrating market research - saurage

  1. 1. Copyright 2014 by Saurage Research, Inc. All rights reserved. No part of this document may be reproduced by any means whatsoever without permission in writing from Saurage Research, Inc. Susan Saurage-Altenloh May 2014 Shaping Your Strategy: Integrating Market Research
  2. 2. 2 AAF North Central Indiana | 22 May 2014 2 • Know [everything] about customers and how they make choices • Convert any and every thing you know into advertising strategies that expand the business • Leverage [all of] this knowledge for stronger positioning, greater share of wallet, enhanced customer loyalty and a stronger bottom line…in any economy The strategic communication challenge…
  3. 3. 3 AAF North Central Indiana | 22 May 2014 3 • Know [everything] about customers and how they make choices • Convert any and every thing you know into advertising strategies that expand the business • Leverage [all of] this knowledge for stronger positioning, greater share of wallet, enhanced customer loyalty and a stronger bottom line…in any economy • …on a “reasonable” budget The advertising communication challenge…
  4. 4. 4 AAF North Central Indiana | 22 May 2014 4 Today's Growing Need for Marketing Information • Rise of global marketing • New emphasis on buyer's wants • Fast paced growth in social media and consumer engagement • Trend toward non-price competition
  5. 5. 5 AAF North Central Indiana | 22 May 2014 5 Market Research • The systematic design, collection, analysis and reporting of data and findings relevant to a specific marketing situation facing a company • (Companies typically budget marketing research at 1-2 % of sales)
  6. 6. 6 AAF North Central Indiana | 22 May 2014 6 Reasons for Market Research Insights • Identify market opportunities, emerging trends, shifts, etc. • Aid in preparing sales forecasts • New product or service development • Estimate future demand for product or service • Measure effectiveness of ad or marketing campaign
  7. 7. 7 AAF North Central Indiana | 22 May 2014 7 Metrics for Successful Audience Engagement • Revenue Metrics: Marketing’s aggregate impact on company revenue • Marketing Program Performance Metrics: The incremental contribution of individual marketing programs • Customer Profitability: Lifetime value of an incremental customer • Web Analytics: Measures Web visibility to target audiences against potential audiences, and compares against industry and competitor benchmarks • Advertising & PR: Measures impact of communications initiatives • Product Performance: Comparatively measures the total sales and margins of individual products • Brand Preference and Health: Assesses brand preference in relation to preference for competing brands • Sales Tool Usage: Measures which product marketing materials are being used the most Marketo.com’s “Definitive Guide to Marketing Metrics”
  8. 8. 8 AAF North Central Indiana | 22 May 2014 8
  9. 9. 9 AAF North Central Indiana | 22 May 2014 9 The Market Research Process 1. Define the challenge or issue and research objectives 2. Develop a research plan to gather data 3. Collect the data 4. Analyze the data 5. Present the findings 6. Decide strategy
  10. 10. 10 AAF North Central Indiana | 22 May 2014 10 The Objectives 1. Define the challenge or issue and research objectives -- What do you want to know and why? • Some research is exploratory -- shed light on what's really going on and suggest some possible solutions • Some research is descriptive -- calculate or measure numbers data • Some research is causal -- tests a cause-and-effect relationship
  11. 11. 11 AAF North Central Indiana | 22 May 2014 11 The Research Plan 2. Develop a research plan to gather data • Sources: secondary, primary or both kinds of data • Approaches: observation, focus groups, surveys, behavior and experiments
  12. 12. 12 AAF North Central Indiana | 22 May 2014 12 Insights are gathered in many forms… Quantitative • Measurable, structured, projectable, expressed in numeric form • Format: Statistics (metrics) • It asks: How many? What caused it? Qualitative • Subjective, exploratory, open-ended, anecdotal • Format: Metaphors, symbols, stories • It asks: What? Why? Competitive Intelligence • Gathering, analyzing, and managing external information that affects plans, decisions, operations • Format: Interviews, info retrieval, market analytics, empirical data • It asks: Status, history
  13. 13. 13 AAF North Central Indiana | 22 May 2014 13Image from ProvalisResearch.com ad in AAPOR 2013 conference guide  Text analytics  Content / sentiment analysis  Integrating data and images  Social media metrics  Neurosensory research [SCARY EXPENSIVE NEW CONFUSING STUFF]
  14. 14. 14 AAF North Central Indiana | 22 May 2014 14 Gather and Analyze 3. Collect the data 4. Analyze the data 5. Present the findings 6. Decide strategy
  15. 15. 15 Case 1 – Expanding Customer Base (B2B) • Understand true customer – completely • Identify selection influencers – situational, regulatory, cultural • Integrate all insights with internal stakeholder objectives • Measure using established empirical data Cable Management Solutions Company
  16. 16. 16 Case 2 – Responding to Changes in the Market (CPG) • Industry data and scanning – significant consumption changes • Define the product space – attributes, grocery shelf • Reposition the brand – packaging, messaging, delivery strategy • Measure impact of strategic actions taken Beverage Manufacturer
  17. 17. 17 Case 3 – Renewing a Brand (retail) • Understand true customer – completely • Identify retail dynamics, brand churn, gaps • Test concepts, strategies • Gather empirical data – evaluate bottom line impact • Implement ongoing linear measurement Electronics/Home Furnishings Store Chain
  18. 18. 18 Case 4 – Encouraging Different Choices (program) • Baseline behaviors of customers • Identify triggers for change – emotions, hopes • Implement programs that utilize / reflect triggers • Gather empirical data on new program usage • Measure customer recognition of program availability • Regear programs State Employee Benefits Program
  19. 19. 19 Case 5 – Defining Brand Equity (service) • Understand the offering – completely • Identify and profile promoters and detractors of the brand (NPS) • Build marketing strategy based on new insights • Track changes in awareness and NPS against marketing initiatives Valve Service Network
  20. 20. 20 Consider… • Internal (empirical) data – put it to work for you • Understand your market – industry scanning • Establish ways to proactively listen to customers • Measure what is useful, effective, important, actionable • Build cache of insights and knowledge
  21. 21. 21 AAF North Central Indiana | 22 May 2014 21 Does your marketing measure up? ssaurage@SaurageResearch.com http://pinterest.com/saurageresearch/ http://twitter.com/RealitySpikes http://www.linkedin.com/company/saurage-research-inc. https://www.facebook.com/SaurageMarketingResearch http://www.saurageresearch.com/category/blog/ Explore the research possibilities:
  22. 22. 22 AAF North Central Indiana | 22 May 2014 22 About the Presenter Susan Saurage-Altenloh specializes in designing research strategies and producing results that meet clients' information needs – completely and exactly. Susan has gathered actionable data for a client list that includes nationally known medical facilities, large manufacturers and refineries, prominent financial institutions, municipal and national governmental agencies, and advertising/ marketing firms. The most notable ones – Tenet, Conoco, Cameron, the EPA, HP/Compaq, Chicago Board of Trade, BP, Exxon, Dow, Siemens Transmission Products and McDonald’s – include several Fortune 500 companies. Susan has authored several articles appearing in national and regional business publications and regularly appears on television as an expert in market information and research trends. She is a graduate of the MBA program at University of Texas at Austin and graduated Magna Cum Laude from Houston Baptist University.

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