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top 25 market research companies 2012

  1. 1. 8.31.12 american marketing aSSOciatiOn MARKETINGPOWER.COM 2012 HONOMICHL GLOBAL TOP 25 RESEARCH REPORT alSo in thiS iSSue expert insights on globalization AMA083112_INI.indd 1 8/6/12 3:42 PM
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  3. 3. table of contents 8.31.12 AMERICAN MARKETING ASSOCIATION VOl. 46 | nO. 10 AMERICAN MARKETING ASSOCIATION David Reibstein Chairperson of the AMA Board 2012-2013 Dennis Dunlap, AMA Chief Executive Officer EDITORIAL STAFF Phone (800) AMA-1150 • Fax (312) 542-9001 E-mail Elisabeth A. Sullivan, Editor 12 Christine Birkner, Staff Writer Molly Soat, Staff Writer Hennessy Design Group, Inc., Art Directors ADVERTISING STAFF Fax (312) 992-3763 • E-mail Richard Ballschmiede, Advertising Sales Director (312) 542-9076 Catherine Eck, Advertising Account Representative (312) 542-9103 11 6 8 Lore Gil-Torres, Classified Ad Sales (312) 542-9033 10 Sandra Wright, Directory Sales (312) 542-9063 Sally Schmitz, Production Manager (312) 542-9038 Brian Thompson, Advertising Production Coordinator (312) 542-9094 Marketing News (ISSN 0025-3790) is published monthly with four special issues in March, May, September and November (16 times a year) by the Publishing Group of the American Marketing Association, 311 S. Wacker Dr., Suite 5800, Chicago, Ill. 60606-2266, USA. (800) AMA-1150, (312) 542-9000. Circulation: (800) AMA-1150, (312) 542-9000 Tel: (800) AMA-1150, (312) 542-9000 Internet: 12 POSTMASTER: Send address changes to: Marketing News, 311 S. Wacker Dr., Suite 5800, Chicago, Ill. 60606-2266, USA. Periodical Postage paid at Chicago, Ill., and additional mailing offices. Canada Post Agreement Number 40030960. Send Canadian change of address information and blocks of undeliverable copies to P.O. Box 1051, Fort Erie, ON L2A 6C7. Opinions expressed are not necessarily endorsed by the AMA, its officers or staff. Marketing News welcomes expressions of all professional viewpoints on marketing and its related areas. These may be as letters to the editor, Viewpoint columns, or articles. Letters should be brief and may be condensed by the editors. Please request a copy of the “Writers’ Guidelines” before submitting an article. Upon submission to the AMA, photographs and manuscripts will not be returned unless accompanied by a self-addressed, adequately stamped envelope. Annual subscription rates: Marketing News is a benefit of membership for professional members of the American Marketing Association. Annual professional membership dues in the AMA are $210. Annual subscription rates: $35 members, $170 nonNorth American members, $102 nonmembers and $133 libraries, corporations and institutions. Single copies $10 individual, $10 institutions; foreign add $5 per copy for air, printed matter. Payment must be in U.S. funds or the equivalent. Canadian residents add 13% GST (GST Registration #127478527). Advertisers and advertising agencies assume liability for all content (including text, representations and illustrations) of advertisements published, and also assume responsibility for any claims arising therefrom made against the publisher. The right is reserved to reject any advertisement. Copyright ©2012 by the American Marketing Association. All rights reserved. Without written permission from the AMA, any copying or reprinting (except by authors reprinting their own works) is prohibited. Requests for permission to reprint—such as copying for general distribution, advertising or promotional purposes, creating new collective works or resale—should be submitted in writing by mail or sent via e-mail to DePartmentS eXCluSiVe feature 4 the buzz the 2012 Honomichl global top 25 report 6 VieWPointS core concepts the global marketing research industry’s acquired size and strength yield positive returns amidst a battered global economy. read on for industry vet Jack Honomichl’s insights, as he lifts the veil on his annual analysis. 12 state of the industry report By Jack Honomichl 16 Honomichl global top 25 rankings Chart 18 global top 25 Company Profiles 10 agents of change not every brand mention is a good brand mention, so you should have a plan in place for how to respond, writes columnist Jeffrey Hayzlett. Create an affiliate marketing program to boost your e-commerce business with a little help from your friends. 8 problem solved tide embraces viral and turns satire into a solution. 46 ama’s 75 years in marketing history Word of mouth has evolved from a fact of life in business into a strategic marketing linchpin, writes Jackie Huba, marketing blogger and author. 11 worldview the world may be flat, but the path to globalization sure isn’t. netherlands-based B-to-B marketer James slusser discusses some of the marketing pitfalls, potholes and possibilities awaiting any company that goes global. 47 ama community meetup Check out the aMa’s latest lineup of conferences and events, and learn how you can join the action. Reprints in quantity are available by contacting Kristy Snyder at Sheridan Reprints: 717-632-3535. Printed in the U.S.A. finD Out mOre at marketingpower .com AMA083112_INI.indd 3 Or finD uS On You Tube 8/6/12 3:42 PM
  4. 4. thebuzz letter from the eDitor Building Size, Strength, reach and aptitude G rowth by acquisition. That’s how much of the corporate world—from Facebook, to AB InBev, to IBM—operates, and the marketing research industry is no different. In his 16th-annual Global Top 25 report, Jack Honomichl discusses how the highest earners in the global research industry have attained much of their size and strength through consolidation. “For the most part, the 25 behemoths of our industry have come to be so via amalgamation, the end result of hundreds of acquisitions made over many years in many countries,” he writes. “In 2011 alone, Top 25 firms bought 24 research firms around the world. … The concentration of power in our industry continues unabated.” A noteworthy example is Paris-based Ipsos: Ranked fifth on the 2011 Global Top 25 list, Ipsos now holds the No. 3 spot after acquiring Synovate, ranked sixth on last year’s list. Turn to page 12 to read more of Honomichl’s analysis of the industry’s movers and shakers. get mOre The “strength in numbers” philosophy applies to many aspects of business, of course. On page 6, we offer you some tips on what to consider when building an affiliate marketing program to help boost your e-commerce sales. Consider this a primer, a starting point for your planning process. And let us know what other marketing tactics, tools, theories or concepts you’d like to learn more about in our how-to section. The Marketing News staff—and the AMA, as a whole—appreciates your feedback so that we can deliver the knowledge, insights and tools that you need. Best, Elisabeth A. Sullivan marketingpower tune in to ama tV, an online service that comes to you twice monthly with the latest in marketing news and trends, as well as career tips and insights from industry leaders. Visit neW ama PODcaSt neW ama WeBcaSt AUTHOR SERIES: BRAND REAL laurence Vincent, branding strategist and author of Brand Real: How Smart Companies Live Their Brand Promise and Inspire Fierce Customer Loyalty, takes it personally when he hears branding described as an artful mix of wordplay and graphics—or, worse, magic. During this podcast, Vincent shares a practical approach to the business of branding. BEST PRACTICES IN LIST SEGMENTATION in direct marketing, if you’re not reaching the right people, your message and call to action will have no meaning. Being able to easily segment your lists will enable you to expand your reach and target your audience with appropriate messages, thus increasing your response rates. this webcast will teach you the difference between behavioral and profile segmentation, how to use personalization to optimize segmentation, and more. Visit Visit 4 marketing news | August 31, 2012 AMA083112_INI.indd 4 8/6/12 3:42 PM
  5. 5. thebuzz Career Corner Career Climbing by the Numbers Rare is the marketer whose career has not had some twists and turns. My career path, if plotted on a chart, would make you dizzy. And yet I can see a pattern in all of the ups, downs and diversions, and that is volunteerism. Many of the pivotal lessons I’ve learned, amazing people I’ve met and unexpected opportunities I’ve received have stemmed from my work with the American Marketing Association. In honor of the AMA’s 75th anniversary, I thought I’d share some stats and lessons from my own career trajectory—and the AMA’s role in it. 75 Sima Dahl ( is a recovered job seeker turned personal branding and social networking consultant, trainer and speaker. Subscribe to her monthly AMA career e-newsletter at newsletters. This year marks the AMA’s 75th year of bringing marketers together to share, learn and grow. Being a card-carrying member of the AMA looks good on your LinkedIn profile, but the onus is on you to take full advantage of all of the benefits that come with it. Log in to today and update your profile, join one of the online communities, subscribe to an e-newsletter or two, browse the content library and sign up for a free webinar or virtual event. The AMA is a powerhouse of career opportunities, but as I am fond of saying, “It only works if you work it.” 10 I joined the AMA 13 years ago because I thought it was high time I got more involved in my industry. The art and science of marketing were fast evolving with the advent of new technologies and I needed a smarter way to keep up. But it took me another three years to find my groove. After a few false starts, I landed on the business-tobusiness committee and things started to click. I made friends—always a bonus—but more importantly, I forged relationships with like-minded people willing to share their expertise. Many of those early connections are still very much a part of my network today, ready to take my call or answer an e-mail. If you’re not yet actively volunteering in your local chapter, I encourage you to step up. In my experience, the surest way to get the most out of any association is to first consider what you can give. 6 Six years ago this July, I made a decision that, perhaps more than any other in the past decade, catapulted my career to an entirely new level: I joined the board of the Chicago AMA chapter. I spent two years each leading the B-to-B division and collegiate relations, and as board secretary. I learned invaluable life lessons about leading volunteers, managing expectations, and working in teams that continue to serve me well both personally and professionally. And I made friendships that have enriched my life beyond measure. Board members were some of the first to hire me when I started my own business. They showed up at my doorstep with care packages when my mom died. And they have graced my Thanksgiving table because many have become my extended family. Looking Ahead After six years, it’s time to let a new crop of volunteers take their seats at the boardroom table. I will continue to write this column, pen the Career Update monthly e-newsletter, serve as an AMAConnect Ambassador and support my local chapter. When you volunteer, your character, competence and charisma are on display; you have the opportunity to make an imprint that will last well beyond your years of service. Eager to climb the ladder of success? Be it the AMA or other professional association, step up your involvement. It’s a career move that you can count on. m Buzz Bit B-to-B Marketers Missing the Mark on Demand Gen 80% of B-to-B marketers and salespeople consider their demand-generation campaigns ineffective, according to a July 2012 survey from Corporate Visions Inc., an Incline Village, Nev.-based B-to-B marcom firm with clients such as IBM, Lockheed Martin and SAP. Of those respondents: • 37% report that the content isn’t engaging enough. • 31% attribute the problem to a lack of alignment between marketing and sales. • 12% blame budget constraints. • 9% say that there isn’t enough content. • 8% report a lack of buy-in from execs. 60% of respondents say that their companies’ demand-gen campaigns fail to adequately address their offerings’ value propositions and instead focus on the offerings’ attributes. Because of that, 65% of the salespeople who responded to the survey admit that their sales teams use less than half of the demand-gen content produced by their marketing departments. Marketing Research Pioneer In the July 31, 2012, issue of Marketing News, Charles Coolidge Parlin was misidentified in a photo caption. We regret the error. August 31, 2012 | MARketing news AMA083112_INI.indd 5 5 8/7/12 7:58 AM
  6. 6. coreconcepts affiliate marketing By ChriStine Birkner | Staff Writer  the aBCs of affiliate marketing Boost your e-commerce business with a little help from your friends online. here’s how. I n e-commerce as in life, your success often depends on whom you affiliate yourself with. Affiliate marketing is an online marketing tactic by which brands work with other online content providers to drive traffic and business to the brands’ sites, and pay the content providers a commission for any sales that result. Spending on affiliate marketing in the United States is expected to reach $4.1 billion in 2014, up from $1.6 billion in 2007, according to Forrester Research. And as the Web becomes increasingly interconnected, it’s likely that this tactic will continue to gain steam for both B-to-C and B-to-B brands. Here’s what you should know before building your own affiliate marketing strategy. what it is Affiliate marketing connects an online merchant with an affiliate, a website or blog that features subject matter associated with the merchant’s products. Affiliates post the merchant’s banner ads or text links on their websites or blogs and when a consumer clicks on those links and buys the merchant’s product, the affiliates receive a commission, usually 5 to 10%, of each sale. Affiliate marketing also can be used in the same way to generate leads, with affiliates receiving commission for each person who engages in sponsored posts by filling out a Web-based form with his contact information. Affiliates most often are grouped in affiliate networks such as LinkShare, Commission Junction and Google Affiliate Network, or in smaller niche networks or lead-gen-specific networks. Affiliate marketing allows retailers to spend less to generate sales or leads than traditional online advertising, says Greg Shepard, CEO of Affiliate Traction, a Santa Cruz, Calif.-based affiliate marketing agency. “You only pay when the sale is made. … On top of that, you only pay for the sales that came through [and] you pay 30 days after the sale. Affiliate marketing … frees up more money for advertising.” How it’s Used While many referral-based e-marketing tactics suit brands of all sizes, affiliate marketing is best suited to well-established brands because it can require considerable planning and resources to ensure proper execution and oversight, experts say. Here are some tips: 1. Build Your Business Model First Retail- ers shouldn’t start an affiliate program until they’ve accumulated $1 million or more in sales, says Robert Glazer, founder and managing director of Acceleration Partners, a Needham, Mass.-based agency that runs affiliate marketing programs for 6 One Kings Lane, Shutterfly, Tiny Prints and others. “Affiliates want to be associated with a brand that has traction. If you’re still figuring out your product and your business model and pricing, you really want to be testing that before you work with [affiliates] because if you don’t perform, they’re not going to stay with you.” It’s also wise to develop your aptitude for strategizing and tracking digital marketing efforts, in general, before building an affiliate program, says Scott Langdon, managing partner at HigherVisibility, a Memphis, Tenn.-based firm specializing in affiliate marketing. “Most of the people who come to us … have already worked on other channels such as SEO and pay-perclick, and they’ve kind of exhausted those channels. They have to have great internal controls and tracking to be able to attribute sales to a specific affiliate.” 2. Choose Your Network Wisely Care- fully consider which affiliates to work with. “To be successful in the market, the affiliate network has to have pockets deep enough to manage that cash flow cycle. A lot of these smaller networks that pop up all the time don’t,” says Peter Wilson, CEO of St. Louis-based LashBack, an e-mail compliance solutions provider that works with affiliate networks and online advertisers. 3. Build Relationships The most successful affiliate marketers have solid relationships with their affiliates and pay them on time, Langdon says. “[Affiliates] need to feel confident that those sales are getting tracked and attributed back to them or they’re not really going to promote your product. … The quicker they receive the return on their end, the more likely they’re going to be to push [your] products.” Also, be consistent with your affiliate program, Wilson says. “You’ve got to have a sustained, consistent approach to affiliate marketing. If you just put your toe in it and leave, it’s very difficult to get the strongest [affiliates] to pay attention to the brand.” 4. Beware of Fraud “Open your eyes and understand where and how all of your affiliates are generating traffic,” Glazer says. “If you’re a shoe site, look at the affiliate and say, ‘Is this affiliate doing shoe stuff and shopping stuff or do I have no idea what their site is?’ This is an industry where, when there’s always smoke, there’s fire. The basic premise of ‘Who are my affiliates and what are they doing?’ is the best defense.” Conduct weekly and daily checks on affiliates that are driving a large amount of clicks without conversions or sales, which could be a red flag that the affiliate is less than legit. Adds Wilson: “Try to find partners that have been around for a long time, that have a good reputation. It may not be the fastest way to make money, but it’s the way to make money to build a sustainable business in the space.” How it’s Used well Glazer’s Acceleration Partners works with Sunnyvale, Calif.-based stationery retailer Tiny Prints Inc. on its affiliate marketing program, which includes marketing messages on shopping sites, “mommy blogs,” and websites dedicated to party supplies and weddings. “The program has grown 100% in revenue for the last five years,” Glazer says. The Tiny Prints program also won the Affiliate Summit Pinnacle Award for exceptional merchant in 2012, the industry’s equivalent of affiliate program of the year. “We won it over Amazon and Overstock, programs that are 10 times larger, which validated our focus on quality and doing a good job communicating with our affiliates, and knowing them and understanding them,” Glazer says. m marketing news | August 31, 2012 AMA083112_INI.indd 6 8/6/12 3:42 PM
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  8. 8. problemsolved caSe StuDy By molly Soat | Staff Writer  turning the tide P&g’s clothes-cleaning champ embraces viral and turns satire into a solution the Problem Making a 70-year-old brand of any kind seem hip and social is no easy feat. But making a 70-year-old brand associated with dirty socks seem hip and social is even trickier. Procter & Gamble got an assist in its efforts to create some digital traction for its Tide detergent line on May 29 when The Onion, a satirical newspaper based in Chicago, ran a fictional article penned by a hypothetical Tide social media director titled, “Hey, Everybody! This Cool New Tide Detergent Video Is Blowing Up All Over the Internet!” The article pokes fun at marketers’ attempts to create viral videos in order to boost brand interest on the Web. It begins: “Have you seen this awesome new Web video from Tide detergent? I just checked it out online and, man, it is easily one of the coolest digital videos I’ve ever seen. It’s no wonder this clip is blowing up all over the Internet! It’s so fun and entertaining, absolutely everyone is discussing it on popular blogs and linking to it from social media platforms.” The video described in the Onion satire plays on multiple viral video clichés. “It’s got these cute, funny talking animals, a cool indie-rock song, and it’s just so hilariously random. And it’s got this amazing cameo by Bret Michaels, which is so funny because Bret Michaels is hilarious and from the ’80s.” Tide was faced with the task of reacting to the article—and fast. According to John Robinson, senior vice president of creative at Boston-based agency Digitas Inc. and a consultant on the project, “Relevancy has a deadline: What people are talking about one minute can easily change in the next.” the Fix Sarah Pasquinucci, a P&G marketer in charge of the Tide campaign, says: “When we read the Onion article, to be honest, our first reaction was we laughed. … It was cleverly written to really highlight the plight of brands everywhere that are navigating social media, especially those that might not have an obvious fit, like detergent.” The Tide team understood that to capitalize on the marketing opportunity that the article created, the brand’s response had to be quick, and the only way to respond would be to create the video described in the Onion article. Pasquinnucci and her colleagues got to work immediately with Digitas, public relations agency DeVries PR, and creative agency Saatchi and Saatchi. Digitas dressed up one of its employees as 1980s rock star Bret Michaels. The team hired puppeteers to animate the “cute, funny talking animals” as the fictional singer croons an original tune 8 about laundry detergent. The article ran in The Onion on a Tuesday and Tide posted the video online on its YouTube channel and linked it to the company’s Facebook and Twitter feeds by Friday. (P&G declined to comment on the project’s budget.) “Something that’s relevant today is not necessarily relevant tomorrow or next week and social media really kind of exacerbates that. This wasn’t a situation that we really wanted to spend weeks ideating and vacillating between scenarios, scripts and different ways to respond. We just knew we needed to act quickly in order to, kind of, play into the joke and really have an impact,” Pasquinnucci says. metrics At press time, Tide’s video had attracted 15,518 views on YouTube and 249 “likes” on Facebook, and garnered the detergent brand some earned media in trade publications such as MediaPost’s Marketing Daily e-newsletter. It also earned a nod from The Onion’s managing editor, Kyle Ryan, who tweeted, “Well played, Tide, well played.” Tripp Westbrook, partner and executive creative director at Dallas-based digital marketing firm Firehouse with clients including McDonald’s, Saturn, United Airlines and Mercedes-Benz, says that playful digital efforts like P&G’s viral video can help to personalize an old and established brand like Tide. “I think it’s great when brands try to engage with consumers on a different level than consumers are used to. If done well, it can put a very human face on a brand that most people feel is distant and very corporate,” he says. The video attracted a following but failed to hit the viral threshold set by campaigns such as Old Spice’s “The Man Your Man Could Smell Like,” which attracted more than 6 million views in less than a week in July 2010. While timeliness is vital with such online efforts, quality and execution should not fall by the wayside, according to Westbrook. “If it’s not interesting content, it’s not going to be seen. … I just find that the execution [of Tide’s video] fell a little flat. It just wasn’t funny. … With a little over 15,000 hits, I wouldn’t exactly call the video viral. In many ways, it sort of proves what the Onion article was trying to make fun of, unfortunately,” he says. But according to Digitas’ Robinson, the small digital splash that the video made was enough of a sign of success for the effort. “Seeing how much everyone enjoyed this video and respected the choice that Tide made in doing it was the return we wanted.” m BranD tide cOmPany Procter & gamble heaDquarterS cincinnati Partner agency Digitas inc. PrOJect timeline three days reSultS 15,518 views on youtube; 249 “likes” and 28 shares on facebook marketing news | August 31, 2012 AMA083112_INI.indd 8 8/6/12 3:42 PM
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  10. 10. viewpoint Agents of ChAnge By Jeffrey Hayzlett  Preparing for the Perils of Brand Mentions Jeffrey Hayzlett is a global business consultant and author of The Mirror Test: Is Your Business Really Breathing? and Running the Gauntlet: Essential Business Lessons to Lead, Drive Change, and Grow Profits. Previously, hayzlett was CMo of Kodak. for more insights from hayzlett, check out his regular contributions to AMA tV at, or follow him on or at 10 N ot all brand mentions are fact. Indeed, some are pure fiction. In a recent episode of AMC’s Mad Men, the Jaguar brand was depicted in a less-thanoptimal light, involving immoral fictional Jaguar executives and implying that there were questions about the reliability of the product. Executives at any major brand are always excited when they receive news that they will be featured on a major television show, but in this case, Jaguar execs had no forewarning about the televised appearance of their brand, let alone what was going to be said about their company or how it was going to be used. Jaguar execs can take solace in the fact that it was a fictional story. Therefore, they did not have control and even had some deniability once they found out that the episode was not portraying their company in the best light. What is a brand to do when this kind of controversy hits? I was once confronted with this question when someone used the name of our brand in a rap song, which hit the top of the charts and received millions of downloads. Although it was popular, the song contained vulgar and derogatory words. On one hand, we were proud that the rap artists used our brand as an iconic symbol in the song, but at the same time, who wants to be associated with a word that is so derogatory and negative that it offends not only our customer base, but also our own morals and sense of who we are as a company? How do marketers prepare themselves for the questions raised in these situations? What is your value system and what moral compass do you use in making your decisions? I was pleased to see Jaguar’s response to the Mad Men brand inclusion, with the company rep stating that he was grateful that the brand was used in the episode and remained confident that the public would recognize that Mad Men is a fictional show. Similarly, I also liked the response from our team to the rap song inclusion: Some wanted to promote it, while others wanted to run from it. In the end, we decided we would always recognize the use of our brand name as iconic, yet we would neither condemn nor endorse the use of our name in a pop phenomenon. That way, we are able to take a stand and preserve our integrity as a company. It is important for marketers to think ahead and not only raise the questions about these kinds of situations, but also think about their brand language. As marketers, we spend a lot of time thinking about the way that our companies and brands look and feel, but also we really need to sit down and think about the essence of who we are and what we want to represent. That will filter into everything that we do, in terms of our relationships with vendors, our customers and, most importantly, the promises that we deliver to our customers. This process should not be led by just CMOs. As the leaders of the business, CEOs have to take a very active role in deciding about the essence of the brand: where it needs to go, how it is represented, and how executives’ professional—and personal— decisions may have an impact. m •com Jeffrey Hayzlett will be presenting at the 10th-annual Brand ManageCamp marketing conference, an AMA partner event, in Las Vegas on Oct. 17-18, 2012. For more information, visit We spend a lot of time thinking about the way that our companies and brands look and feel, but also we really need to sit down and think about the essence of who we are and what we want to represent. That will filter into everything that we do, in terms of our relationships with vendors, our customers and, most importantly, the promises that we deliver to our customers. Marketing news | August 31, 2012 AMA083112_INI.indd 10 8/6/12 5:58 PM
  11. 11. Globalization worldview By Jim SluSSer  Navigating the Path to Globalization T he world may be flat, but the path to globalization sure isn’t. The marketing challenges and opportunities that accompany globalization add a few bumps in the road, and given the increasing breadth and reach of the global marketplace, your path is only getting bumpier. In my own experience, I’ve worked from both the client and agency perspective across a range of verticals both stateside and internationally. And for the past 18 months, I have headed up global marketing at ITpreneurs, which delivers competency development programs for IT professionals, with a portfolio offered in 10 different languages and delivered in 45-plus countries to more than 50,000 IT professionals. The diversity of our customer and product base is matched equally by our employee base. Our global marketing team of 10 represents eight nationalities and speaks 15 languages. This global orientation, both internally and externally, obviously poses unique cultural and communication challenges, and it reinforces the base need for a strong brand promise and well-tailored customer messaging. Beyond that, globalization affects every nook and cranny of your marketing strategy. So you think you’ve mastered social media and your Facebook strategy is finally starting to produce measurable results? Congratulations. Is your SEO strategy on Google driving lots of organic traffic to your site and generating qualified leads? Kudos. Now what about the 500 million Internet users in China who don’t use either? Time to wrap your head around Baidu, Qzone, Sina Weibo and Renren. Do you have your traditional display ad budget and strategy firing on all cylinders? How nice for you. However, the 121 million Internet users in India (still a relatively small proportion of the country’s 1.2 billion people) are accessing the Web via their mobile devices. Time to revisit the Hindi mobile ad campaign, no? Or as we’ve found out in our IT training certification process, are you mailing traditional paper certificates to your membership or customer base each year? That’s cute—and potentially a complete waste of your time and money. Latin America demands something more substantial. North America doesn’t really want or need the paper certificate; digital delivery works just fine, thank you very much. The paper certificate method still is relevant in Europe and the Middle East (for Jim SluSSer is the marketing director at itpreneurs in Rotterdam, the netherlands; serves on the European advisory board of the CMo Council; and is past president of the aMa tampa bay chapter. Follow Jim on twitter at @jslusser. This global orientation, both internally and externally, obviously poses unique cultural and communication challenges, and it reinforces the base need for a strong brand promise and well-tailored customer messaging. now), but getting them delivered—on time and in good condition—can be a challenge in other regions (Asia Pacific, I’m talking to you). The market size and opportunity is large and exciting, and matched at every turn with new challenges. To develop an effective and truly globally applicable marketing strategy, you have to consider virtually every marketing tactic that you employ and how it will be received by the given country or target audience. But don’t be overwhelmed. Instead, consider this an opportunity to hone your marketing efforts overall. Let globalization inspire you. Crave knowledge about your customers. Where do they work, play and live? How do they use your product or service? What problem are you helping them to solve? And just when you think you have your marketing strategy done and dusted, it all changes overnight. Stay alert to find the best routes around the inevitable obstacles ahead. m August 31, 2012 | marketiNG News AMA083112_INI.indd 11 11 8/6/12 5:58 PM
  12. 12. 2012 HONOMICHL GLOBAL TOP 25 RESEARCH REPORT BY JaCk HOnOmiCHL 12 marketing news | August 31, 2012 AMA083112_INI.indd 12 8/6/12 3:42 PM
  13. 13. excluSiVe feature honomichltop25 The global marketing research industry’s acquired size and strength yield positive returns amidst a battered global economy he world’s 25 largest marketing, advertising and public opinion research conglomerates, in toto, saw revenues increase by 4.1% in 2011, with a “real growth” rate of 1.4% after adjustment for inflation. That, I submit, is good news given the dire economic conditions in many countries, as well as civil unrest and war-like conditions in many others during the year. But not all of the Global Top 25 shared in this limp gain: Nine saw revenues decrease in 2011 or not grow enough to cover inflation, which was an estimated 2.7%. (This was calculated by taking the known inflation rates in the U.S., 15 European Union countries and Japan, which account for about 75% of the world spend for research services, weighting them and then assuming that rate applies to the rest of the world.) This is especially important because, in aggregate, the Top 25 had revenues of $18.7 billion in 2001, which is about 58% of the total world spend for research. These are the top-line findings from my annual global industry analysis, now in its 16th year, prepared exclusively for Marketing News. And, I suggest, it is the best gauge that we have about how the research industry is faring worldwide. glass House For the most part, the 25 behemoths of our industry have come to be so via amalgamation, the end result of hundreds of acquisitions made over many years in many countries. That raises the question of who owns the end result—and the degree to which the owners make public financial information. Let’s examine that. Ten of the Top 25 organizations, which account for the lion’s share of Top 25 revenues, are publicly listed companies traded on major exchanges in the U.S., the U.K., France, Germany and Japan, so their financial information is in the public domain. Four are subsidiaries of larger public companies and it is the parent that decides how much financial information to release on their subsidiaries—and that varies. One might publish top-line financials but withhold details (such as profitability). Others make full disclosure or none at all. For instance, McGraw-Hill, which owns J.D. Power and Associates (No. 14 on this year’s Top 25 list), does not publish anything about J.D. Power’s revenue and it had to be estimated for this analysis. Three are subsidiaries of non-public corporations and, fortunately, those Top 25 parents choose to cooperate with this compilation. Two firms—Video Research in Japan and Médiamétrie in France—are owned by consortiums of advertising and media companies in their home countries, and they cooperate. One Top 25 firm, Westat, is employeeowned and it chooses to cooperate for revenue but provides no details. The remaining eight companies are privately held by institutional investors, private equity firms or company founders and top executives. All eight provide revenue data for this analysis. So in sum, we have a situation where, generally, there is ample financial information in the public domain to accurately produce this annual compilation and trend analysis. But, as it pertains to stock, while many of the Top 25 are “public,” there is not much “float” on their stock; most is under tight control of institutional investors or company founders and key employees. international sprawl Most of the Top 25 are truly international. As a group, 55% of their combined revenues came from operations outside of their home countries and five have subsidiaries or operations in 64 or more countries. The leader is Nielsen, which has perched atop this listing since its inception. In 2011, Nielsen’s $5.4 billion in revenue came in from operations in 100 countries. One firm, Ipsos in France, earned 91% of its revenue from outside France. Only three of the Top 25— Westat in the U.S., and Video Research and Macromill in Japan—had, for practical purposes, no revenue from outside of their home countries. As noted, most of these 25 conglomerates are the end result of numerous acquisitions over many years. In 2011 alone, Top 25 firms bought 24 research firms around the world. The individual company profiles that follow include information on these acquisitions (and two divestitures). So the concentration of power in our industry continues unabated. A dramatic example of this occurred in 2011: Paris-based Ipsos, No. 5 on last year’s list, acquired Synovate, No. 6 on last year’s list. That moved Ipsos up to No. 3 on this year’s list with $2.4 billion in revenue. August 31, 2012 | marketing news AMA083112_INI.indd 13 13 8/6/12 3:42 PM
  14. 14. honomichltop25 excluSiVe feature Most of these 25 conglomerates are the end result of numerous acquisitions over many years. In 2011 alone, Top 25 firms bought 24 research firms around the world. Calculating growth JaCk honomiChl is founder of the Inside Research industry newsletter, a market research trade publication based in Barrington, ill. Since one of the main reasons to compile a “world’s largest” list is to get a fix on the industry’s financial health, it follows that how the data are derived is important. Here are the highlights. Inclusion on the list is based on revenue—and cooperation. Most of the firms make a special effort to comply with requirements and that is because they, too, want to know the outcome. As it pertains to individual organizations, their revenue growth, year to year, is calculated in their home country currency. But there are adjustments. Some of the organizations have additional revenue from nonresearch activities; as best as possible, those are eliminated. Also, adjustments are made for acquired revenue. If a Top 25 organization made an acquisition or acquisitions during 2011 or 2010, either the acquired revenue is included in both years before calculating growth, or eliminated entirely from the calculation for both years. This is done so as not to artificially bump industry growth rates with bought revenue. The same is done with divestitures. Then, for revenue totals, all company revenues are converted to U.S. dollars and industry growth is based on those totals, as noted in the table on page 16. Participating firms are asked to furnish their number of full-time employees. For 2011, the total for all Top 25 firms was 110,235, compared with 103,136 in 2010. That’s a gain of 6.9% and includes employees at acquired companies. While the Global Top 25 list is limited to 25 firms, there are participant changes year to year. For instance, this year Synovate lost line identity because of its acquisition by Ipsos. Taking its place was YouGov, a fast-growing British firm that has made numerous acquisitions outside of the U.K. in recent years. Also, IMS Health, the huge U.S.-based healthcare firm, dropped from No. 3 last year to No. 6 in this ranking, basically for definitional reasons. IMS, once a public company, now is owned by private investors. This ownership uses a more concise definition of “marketing research” in its financial reports than had been used in prior years, and that resulted in a smaller research-only revenue and employee input for the Top 25 listing. Leaders Individual firm profiles include information on the top executives at the Top 25, the leaders of our industry. A summary shows that they average 55 years of age and the age range is from 45 to 71. One of the 45s, it turns out, is Jane Shirley, CEO of London-based Cello Research and Consulting, the only woman in Global Top 25 history to head a Top 25 firm. Company profiles tell you much more about each of the Top 25 firms—their range of services, geographical sprawl, top management, etc. Read on. m Methodology Since results from this annual analysis are oft quoted in the press, it is especially important that the reader know exactly how these data are derived, and so this explanation: invitations to market research firms with estimated annual u.S. revenue of more than $50 million are sent in april of each year requesting revenue information for the prior year, a company profile of activities and other company metrics. global top 25 rankings are based on home country revenue converted to u.S. dollars using average year exchange rates provided by the u.S. federal reserve Bank. growth rates from the prior year to the current year for each firm are based on home country organic percent revenue change, as much as possible, which excludes year-to-year currency exchange effects and acquisition or divestiture effects. total company revenues are stated in the company profiles when provided. Verification of revenue is required of each private firm for ranking by a third party, generally its outside accounting firm. for further information, contact larry gold at 847-525-0707 or Jack honomichl at 847-382-3246. eDiToR’s NoTe: In the 2012 Honomichl Top 50 report, the CPI should have been listed as 3.2%, so the inflation-adjusted growth rate for the Top 50 firms in 2011 is 1.9%. The authors regret the error. 14 marketing news | August 31, 2012 AMA083112_INI.indd 14 8/6/12 3:42 PM
  15. 15. excluSiVe feature honomichltop25 TOP 25 FIRMS’ REVENUE TOTAL REVENUE (BILLIONS) 20 15 10 5 0 2007 2008 2009 2010 2011 August 31, 2012 | marketing news AMA083112_INI.indd 15 15 8/6/12 3:42 PM
  16. 16. honomichltop25 ExCLUSIVE FEATURE Top 25 Global ReseaRch oRGanizaTions Rank 2011 2010 Organization Headquarters Parent Country Website No. of Countries With Subsidiaries/ Branch Offices1 Researchonly Full-time Employees4 Global Research Revenue2 (US$ Millions) Percent Change From 20103 Revenue From Outside Home Country (US$ Millions) Percent of Global Revenue From Outside Home Country 1 1 nielsen holdings n.V. New York U.S. 100 35,500 $5,353.0 4.8% $2,837.0 53.0% 2 2 Kantar* London & Fairfield, Conn. U.K. 80 21,900 3,331.8 0.8 2,402.4 72.1 3 - ipsos sa Paris France 84 16,569 2,495.0 2.9 2,261.2 90.6 - 5 Ipsos SA Paris France 68 10,307 1,639.1 4.6 1,508.0 92.0 - 6 Synovate London U.K. 64 6,262 855.9 -0.3 753.2 88.0 4 4 GfK se Nuremberg Germany 68 11,457 1,914.0 5.8 1,389.3 72.6 5 7 symphonyiRi Group inc. Chicago U.S. 8 3,928 764.2 3.2 298.9 39.1 6 3 iMs health inc. Parsippany, N.J. U.S. 74 2,500 750.0 4.5 480.0 64.0 7 8 Westat inc. Rockville, Md. U.S. 5 1,947 506.5 11.2 3.1 0.6 8 9 inTaGe inc.** Tokyo Japan 4 2,153 459.9 -0.2 15.4 3.3 9 10 arbitron inc. Columbia, Va. U.S. 3 1,205 422.3 6.4 6.4 1.5 10 11 The npD Group inc. Port Washington, N.Y. U.S. 14 1,256 265.3 9.9 76.4 28.8 11 13 Video Research ltd.** Tokyo Japan 3 392 240.9 3.2 – – 12 14 ibope Group Sao Paulo Brazil 15 2,797 239.9 4.6 60.2 25.1 13 16 comscore inc. Reston, Va. U.S. 22 1,012 232.4 23.5 60.1 25.9 14 12 J.D. power and associates* Westlake Village, Calif. U.S. 10 720 228.5 -0.6 73.5 32.2 15 15 icF international inc. Fairfax, Va. U.S. 7 1,200 227.5 13.7 49.6 21.8 16 18 Maritz Research Fenton, Mo. U.S. 5 830 187.5 10.0 29.5 15.7 17 17 harris interactive inc. New York U.S. 5 566 160.7 -3.7 67.5 42.0 18 20 Macromill inc. Tokyo Japan 3 594 159.7 -1.4 0.2 0.1 19 19 abt sRbi inc. Cambridge, Mass. U.S. 37 1,264 158.0 22.1 30.6 19.4 20 23 Médiamétrie Paris France 1 576 109.6 13.1 14.3 13.0 21 22 oRc international Princeton, N.J. U.S. 5 438 101.3 0.9 37.0 36.5 22 - YouGov plc London U.K. 9 445 93.7 12.0 69.8 74.5 23 21 lieberman Research Worldwide Los Angeles U.S. 3 390 90.2 -10.5 15.3 17.0 24 24 cello Research & consulting London U.K. 2 351 87.4 1.1 43.3 49.5 25 25 Market strategies international Livonia, Mich. U.S. 3 245 75.3 -7.3 3.5 4.6 110,235 $18,654.6 4.1% $10,324.5 55.4% Total * Estimated by Top 25 authors. ** For fiscal year ended March 2012. 1 Includes countries that have subsidiaries with an equity interest or branch offices, or both. 2 Total revenues that include nonresearch activities for some companies are significantly higher. This information is given in the individual company profiles. 3 Rate of growth from year to year has been adjusted so as not to include revenue gains or losses from acquisitions or divestitures. See company profiles for explanation. Rate of growth is based on home country currency and excludes currency exchange effects. 4 Includes some nonresearch employees. 16 marketing news | August 31, 2012 AMA083112_INI.indd 16 8/6/12 6:04 PM
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  18. 18. honomichltop25 excluSiVe feature 1 nielsen holdings n.V. David L. Calhoun, 55 titLe CeO eduCAtiOn B.s., ACCOunting, VirginiA POLyteCHniC institute 2011 WOrLdWide reVenue $5,353.0 MiLLiOn* CHAnge FrOM 2010 +4.8%** reVenue Outside HOMe COuntry $2,837.0 MiLLiOn* FrOM Outside HOMe COuntry 53.0%* eMPLOyees WOrLdWide 35,500* Nielsen Holding N.V., incorporated in the Netherlands and headquartered in New York, was founded in 1923 and sold to a consortium of six private equity firms in 2006. In January 2011, the firm was listed on the New York Stock Exchange. Nielsen is a global information and measurement company that provides a comprehensive understanding of consumers and consumer behavior. It delivers media and marketing information, analytics and industry expertise about what consumers buy and what consumers watch (consumer interaction with television, online and mobile) on a global and local basis. The firm’s information, insights and services help clients maintain and strengthen their market positions, and identify opportunities for profitable growth. Nielsen has a presence in approximately 100 countries, including many developing and emerging markets. Consumer watch Nielsen’s Watch segment includes measurement and analytical services related to TV, online and mobile devices, and offers viewership data and analytics primarily to the media and advertising industries. Its media clients use the data to price their advertising inventory and maximize the value of their content, and its advertising clients use the data to plan and optimize their advertising spending and to better ensure that their ads reach the intended audiences. Nielsen provides measurement services across three screens: TV, online and mobile. In the United States, Nielsen offers two principal TV ratings services: measurement of national TV audiences and measurement of local TV audiences in all 210 designated local TV markets. In addition to the U.S., Nielsen measures TV in 28 countries. Nielsen is a global provider of Internet media and market research, audience analytics and social media measurement of the behavior of online audiences for online publishers, Internet and media companies, marketers and retailers. It measures and analyzes consumer-generated media including opinions, advice, peer-to-peer discussions and shared personal experiences on more than 100 million blogs, social networks, user groups and chat boards. Its online measurement service has a presence in 46 countries. The firm offers consumer research and independent measurement for telecom and media companies in the mobile telecommunications industry, including mobile carriers and device manufacturers. In the United States, its metrics are an indicator of market share, customer satisfaction, device share, service quality, revenue share, content audience and other key 18 performance measures. Nielsen offers mobile measurement services in 10 countries. Its cross-platform measurement services provide information about simultaneous usage of more than one screen, unduplicated reach, cause and effect analysis, and program viewing behavior. Nielsen also provides advertising effectiveness research across multiple platforms. Consumer Buy Nielsen’s Buy segment provides retail transactional measurement data, consumer behavior information and analytics primarily to businesses in the consumer packaged goods industry. This segment is organized into two areas: Information, which provides retail scanner and consumer-panel-based measurement, and Insights, which provides a broad range of analytics. The Information segment provides measurement data that is used for measuring sales and market share in the CPG industry by tracking sales transactions in retail outlets around the world from either POS data or audit data. Its database of retail and consumer information, combined with its analytical capabilities, helps generate strategic insights for business decisions. Nielsen conducts consumer panels around the world that help clients understand consumer purchasing dynamics at the household level, providing insight into shopper behavior such as trial and repeat purchase for new products and likely substitutes, as well as customer segmentation. Its consumer panels collect data from approximately 240,000 household panelists across 26 countries that use in-home scanners to record purchases from each shopping trip. Data from these panels are processed into databases and reports for clients to perform analyses. The Insights segment uses consumer purchasing information as its foundation to provide a selection of consumer intelligence and analytical services. It draws insights from retail and consumer panel measurement data sets, online behavioral information and a variety of other proprietary data sets. Its analytical services are organized into seven primary categories that follow clients’ business development processes: growth and demand strategy, market structure and segmentation, brand and portfolio management, product innovation services, pricing and sales modeling, retail marketing strategies and marketing ROI strategies. * research only. Worldwide research and nonresearch revenue in 2011 was $5.5 billion. ** the growth rate includes the 2010 and 2011 revenue for the 2010 acquisition of glanceguide inc. in the u.s. and the sale of nielsen edi in the u.s., and excludes the 2011 acquisitions of neuroFocus inc. in the u.s., Marketing Analytics inc. in the u.s., usP Market intelligence gmbH in germany and MeMBr international Ltd. in Cyprus. 2 kantar Eric Salama, 51 titLe CHAirMAn And CeO eduCAtiOn M.sC., BirkBeCk COLLege, LOndOn 2011 WOrLdWide reVenue $3,331.8 MiLLiOn CHAnge FrOM 2010 +0.8%* ** reVenue Outside HOMe COuntry $2,402.4 MiLLiOn* FrOM Outside HOMe COuntry 72.1%* eMPLOyees WOrLdWide 21,900* Kantar, based in London and Fairfield, Conn., was founded in 1993 and is the consumer insights division of WPP plc, a London-based public company. Kantar’s research businesses work across the spectrum of research and consultancy disciplines, offering business insights at each point of the consumer cycle. The group now comprises 12 research business units providing the following worldwide services: • Added Value ( focuses on brand development and marketing insight through its Brand Connections methodology, providing services in the areas of brand marketing, consumer insight, innovation and communications. Its services include cultural trend analysis; portfolio strategy; market segmentation; mindset mapping and brand portfolio management for identifying market opportunities; brand positioning; ethnography and ideation; copy testing; tracking semiotic audits; and touch-point evaluation. • IMRB International (, based in India but with multi-country capability, has 11 specialist units that provide research services including advertising and promotion, stakeholder and mystery shopping, product and packaging, B-to-B and industrial, brand, channel and retail, pricing and strategic. It also offers nine syndicated services covering the Indian marketplace. • Kantar Health ( specializes in healthcare primary research and consulting. The group has seven practice areas: marketing insights; strategic planning; risk management, safety and surveillance; stakeholder effectiveness and brand marketing; health economics and patient outcomes; pricing and reimbursement; and forecasting and epidemiology. Kantar Health maintains panels of healthcare professionals and patients in the U.S. and Europe who participate in Internet research. • Kantar Japan ( was formed in 2007 by the consolidation of four research business units in Japan: Research International, Millward Brown, Added Value and Lightspeed Research. It offers selected services from each, including branding, ad testing, demand forecasting, product development and shopper solutions. • Kantar Media ( offers a range of media insights and audience measurement services. It serves global advertisers, agencies and media companies by providing media and consumer research capabilities through its traditional, social and digital media monitoring offerings. • Kantar Operations ( is an internal provider of market research services to the Kantar units that include face-to-face and telephone marketing news | August 31, 2012 AMA083112_INI.indd 18 8/6/12 3:42 PM
  19. 19. excluSiVe feature data collection; scripting, coding, data entry and data processing; process tools, software and technical solutions; process optimization; and metrics and performance measurement. • Kantar Retail ( is focused on digitally delivered intelligence on retailers and extending shopper insights and consulting capabilities. Specialist areas include retailer insights and trends, organization development and virtual shopping insights. These areas are supported by products and services including Kantar Retail IQ, Shopcom, ShopperGenetics, Kantar Retail PowerRanking and Richmix. honomichltop25 * estimated, research only. ** the growth rate excludes the 2010 and 2011 research-only revenue for the 2010 acquisitions of instore Factor sri in italy in October; retail insights in Belgium in december; and research and Marketing services Ltd. in nigeria in september, and the 2011 acquisitions of spring Wirtz and Pischkegmbh in germany in January; Lanka Mr Bureau in sri Lanka in October; and global Market insite inc. in the u.s. in september. • Kantar Worldpanel (KantarWorldpanel. com) is a global provider of consumer panels that offer continuous measurement and analysis of consumer purchasing and usage behavior. The firm collects and analyzes data from samples of consumers using technology matched to the sophistication of local markets, including bar-code and POS scanners, Internet, SMS text messaging and diary. • Lightspeed Research (LightspeedResearch. com) provides market research services by building and maintaining online and mobile panels and associated services including survey design consultation, sample management, programming, hosting and data collection. They range from proprietary online access panels to specialty panels, custom panels and mobile surveys. Lightspeed also provides custom panel services to address specific client needs. • Millward Brown ( provides a full range of qualitative, quantitative and consulting services focusing on brands, marketing communications, media and marketing effectiveness. It works across a wide range of industries and categories, operating in areas such as brand strategy and experience; creative development and campaign evaluation; consumer needs and values; media planning and strategy; ROI, forecasting and investment management; brand valuation and analytics; and demand and activation. • The Futures Co. (TheFuturesCompany. com) monitors what influences consumer values and attitudes to identify current and future trends, and offers trends and futures consulting, and future-facing qualitative and quantitative research. Its work covers the categories of brand, category, company, consumer and macro futures. • TNS (, and TNS/Research International in selected markets, is a provider of both custom market research services and qualitative research services providing marketing knowledge and insights into consumers and markets. It has experience in most major sectors, particularly automotive, consumer, finance, technology, political and social. The firm’s practice areas are: stakeholder management, brand and communications, product development and innovation, retail and shopper, qualitative, and digital. August 31, 2012 | marketing news AMA083112_INI.indd 19 19 8/6/12 3:42 PM
  20. 20. honomichltop25 excluSiVe feature • Ipsos Observer ( is the firm’s survey 3 management, data collection and data delivery specialization serving researchers who have the means to analyze data in-house. From creating surveys to delivering data, its team of market research professionals manage projects across a broad range of online and offline research methodologies including online, telephone, face-to-face and mobile. ipsos Sa Didier Truchot, 65 titLe CHAirMAn And CeO eduCAtiOn eCOnOMiCs, PAntHéOnsOrBOnne, FrAnCe 2011 WOrLdWide reVenue $2,495.0 MiLLiOn CHAnge FrOM 2010 +2.9%* reVenue Outside HOMe COuntry $2,261.2 MiLLiOn FrOM Outside HOMe COuntry 90.6% eMPLOyees WOrLdWide 16,569 Ipsos SA, in Paris, was founded in 1975 and listed on the Paris Stock Exchange in July 1999. In October 2011, Ipsos SA acquired Synovate. Ipsos is a global market research firm that is organized around six areas of specialization: advertising, marketing, media, opinion and customer relationship management research, along with data collection and processing. The firm’s researchers assess market potential, interpret market trends, develop and build brands, test advertising, study audience responses to various media and measure public opinion around the globe. Ipsos’ six areas of specialization are represented by the following: • Ipsos ASI ( is a global provider specializing in advertising and brand communications. It offers a full range of advertising research services that employs measures predictive of in-market performance. All stages of the advertising development process are offered, from concept development to production to final execution and into post-implementation performance. • Ipsos Marketing ( is organized around four global practices: Ipsos InnoQuest, the innovation and forecasting specialists; Ipsos MUM, market understanding and measurement specialists; Ipsos Healthcare, the healthcare research specialists; and Ipsos UU, the qualitative research specialists. It offers contractual models to better manage market research money, distributes insights in real time within clients organizations by leveraging technology and workshops, and integrates knowledge by combining various sources of insights. • Ipsos Public Affairs ( are social research and corporate reputation specialists, a non-partisan, objective, survey-based research practice made up of seasoned professionals. It conducts research on public policy issues, and on the attitudes and behaviors of citizens and consumers. It also conducts public opinion research and elite stakeholder, corporate and media opinion research. • Ipsos MediaCT ( covers content, telecom and technology. Its experience includes audience measurement, content research, data analytics, consumer behavior, and help with monetization and innovation strategies. The staff combine research skills with a focus on business fundamentals to help maximize their return on investment. • Ipsos Loyalty ( provides customer experience, satisfaction and loyalty research globally. It measures, models and manages customer and employee relationships. 20 * the growth rate excludes the 2010 and 2011 revenue from the 2010 ipsos acquisitions of OtX in the united states in January and APeMe in Portugal in January, the 2010 synovate acquisitions of Firm united Healthcare Ltd. in the netherlands in May and COMCOn in russia in december, and the 2011 ipsos acquisitions of espace tV in January in France, tMg Customer research in Panama in March, synovate in France in October, and Consumer Behavior & insight in Vietnam in december. 4 Gfk Se • Consumer Panels: GfK provides continuous audits and analyses of consumer purchasing decisions and behavior for most fast-moving consumer goods, as well as numerous consumer durables and services. Reports are based on continuous data collection and analyses of the purchasing behavior of consumers that reveal a range of insights, standard measures of product and brand consumption, buyer groups for a manufacturer’s own products and those of the competition, brand loyalty and store preference, and the effect of price changes, promotion and advertising activities. • Geomarketing: This service addresses the questions of customer location, target groups and new sales potentials, providing a basis for all location-related decisions in sales, marketing, expansion and controlling. • Market Opportunities and Innovation: GfK uses innovation and segmentation, and adherence to best practices, to help develop and refine ideas, whether for new products, new touch points, new targets or channels, or a more prominent positioning. Sizing and validating ideas before launch enables sequencing of the pipeline for optimal market traction. • Mystery Shopping: This offering measures the way that Matthias Hartmann, 46 titLe CeO OF gFk se eduCAtiOn B.A., inFOrMAtiOn teCHnOLOgy, uniVersity OF COOPerAtiVe eduCAtiOn, stuttgArt, gerMAny 2011 WOrLdWide reVenue $1,914.0 MiLLiOn CHAnge FrOM 2010 +5.8%* reVenue Outside HOMe COuntry $1,389.3 MiLLiOn FrOM Outside HOMe COuntry 72.6% eMPLOyees WOrLdWide 11,457 GfK SE, a public company based in Nuremberg, Germany, was established in 1934 and is listed on the Frankfurt Stock Exchange. GfK is one of the world’s leading market research companies, working to discover new insights into the way people live, think and shop in more than 100 countries. Its focus is on innovating, using technologies and methodologies to provide a clear understanding of consumers. The firm delivers services in all major consumer, pharmaceutical, media and service sector market segments. Services are divided into two sectors, Consumer Choices and Consumer Experiences. Consumer Choices’ business focuses on market sizing, currency, and convergent media and sales channels. Consumer Experiences’ business explores consumers’ attitudes, focusing on consumers perceptions of the world and the way that they experience it. These services are delivered in the following practice areas: • Audience Measurement & Insights: GfK provides TV and radio audience measurement currencies throughout Europe and the print currency in the U.S. It provides ROI metrics, needed for cross-media campaigns across traditional, digital and mobile media. Measurement includes engagement with content on TV, mobile, social media, online, in print and more. • Brand and Customer Experience: This global area is focused on brand, communication, satisfaction and loyalty research. Measurement includes brand affinity, acquisition, retention and repeat purchase using 12 social neuroscience, digital sciences and ROI models. The firm targets sensorial, intuitive, emotional, social and deliberative dimensions of how people experience brands. people experience products and services across every point of contact, revealing how employees are interacting with customers; where and how products are recommended; and how companies comply with service standards, and distribute and price their products; and provides reports on store environments and point-of-sale communications. The service benchmarks a company’s performance vs. competitors, and provides ROI and recommended actions for increasing customer ratings. • Product Catalogs: GfK is a provider of digital and office supply products, with data on more than 7 million products from 20,000 manufacturers in 30 countries and 20 languages. The data is used by retailers, Internet portals and online shops, and by distributors and manufacturers for their websites, price labels and product range optimization. • Promotion & Retail Monitoring: The firm provides causal analysis and reporting for technical consumer goods markets in more than 60 countries, analyzing the shelf, print ads and Web share, as well as the presence of goods and brands in the market. • Retail Sales Tracking: GfK provides retail point-of-sale reporting and technology market intelligence, revealing when, where and for how much items are sold, providing currencies for brands and assortment guides for resellers. It brings together point-of-sale and external data on ad spend, consumer sentiment, shipments and economic indicators for business issues and forecasts future demand. • Shopper & Retail Strategy: An experienced GfK team provides insights, strategic consulting and activation through point of sale. Supported by a range of services, the firm works closely with manufacturers and retailers to activate insights and optimize channel strategy, merchandising strategy and the overall shopping experience. • Trends and Forecasting: The firm forecasts product sales and market demand to identify future sales opportunities and consumer trends, and create new market opportunities. * the growth rate excludes 2010 and 2011 revenue from the 2010 acquisitions of Agricultural information services in the united kingdom in April and interscope LLC in the united states in november, and the 2011 acquisitions of sirValuse Consulting gmbH in germany in January and MarketWise Ltd. in thailand in June. marketing news | August 31, 2012 AMA083112_INI.indd 20 8/6/12 3:42 PM
  21. 21. excluSiVe feature 5 Symphonyiri Group inc. Andrew Appel, 47 titLe President And CeO eduCAtiOn M.B.A, uniVersity OF CHiCAgO 2011 WOrLdWide reVenue Symphony Consumer & Shopper Marketing offers CPG and retailers a range of services focusing on delivering consumer and shopper insights, test marketing services, digital media services, shopper segmentation and targeting, and shopper marketing services. These 39.1% eMPLOyees WOrLdWide symphony solutions & services $298.9 MiLLiOn FrOM Outside HOMe COuntry provides insights through an integrated view of the beverage alcohol and tobacco industry. The retail tracking products and analytics are scaled to specifically meet the beverage alcohol and tobacco industry needs, providing manufacturers and distributors with retail sales +3.2% reVenue Outside HOMe COuntry • Beverage Alcohol and Tobacco Industry Insights: SIRI trends, and purchase behavior and consumer insights in grocery, drug, mass merchandise, convenience, liquor and club stores. $764.2 MiLLiOn CHAnge FrOM 2010 marketplace. It offers a suite of retail tracking, consumer panel and analytics-driven products and services under the RxPulse brand. honomichltop25 3,928 SymphonyIRI Group Inc. (SIRI), based in Chicago, was founded in 1979 and became a public company in 1983. It was acquired in 2003 by Symphony Technology Group and then in 2011 by New Mountain Capital LLC, a private company and majority shareholder. SIRI is a worldwide provider of information, analytics, business intelligence and consulting services supported by technology platforms and experienced teams for transforming insight into impact. The firm offers the SIRI Partner Ecosystem that leverages the skill sets of its retail tracking and panel staff to provide “one answer” to business issues for more than 25 clients with regional and global agreements. SIRI operates in 58 countries through stand-alone operations, wholly owned subsidiaries, partnerships and alliances. It operates under two interconnected business segments: SIRI Market Measurement provides CPG and retail market tracking information and insights via access and visualization tools. This information is used to analyze shopper activity and create new products, as well as for packaging, pricing, promotion and merchandising strategies. • InfoScan Tracking: The census-based InfoScan point-of-sale (POS) tracking service provides access to detailed information on sales, share, distribution, pricing and promotion across a wide variety of retail channels and accounts. • AllScan Convenience Store Tracking: The AllScan tracking service provides scannerbased POS data across the entire convenience channel, using data from more than 15,000 sample convenience stores. Industry Vertical Solutions offers vertical experience and customized products and services for multiple industry verticals, including healthcare and wellness, center store, confections, beer, wine, spirits, tobacco, bakery and dairy. These include: • Healthcare Insights: The firm’s Healthcare Solutions Group provides pharmaceutical, healthcare and CPG companies and retailers with consumer intelligence, targeting and analytic services for the healthcare August 31, 2012 | marketing news AMA083112_INI.indd 21 21 8/6/12 3:42 PM
  22. 22. honomichltop25 exclusive feature services are delivered on the SIRI Liquid Data technology platform and supported by experienced teams. SIRI’s Consumer & Shopper Marketing capabilities include market structure and consulting, brand and retailer loyalty analyses, attitudinal segmentations and individual user profiles. In 2011, SIRI announced a new relationship supporting Wal-Mart’s customer-centric initiatives whereby the two companies introduced a Web-based shopper insights and collaborative planning platform, Customer Advantage. It provides a dedicated shopper insights portal of user-friendly, customizable reports shared between Wal-Mart and its supplier partners. The firm offers a series of new digital media services that integrates SIRI’s Consumer Network (panel) purchase data, predictive modeling techniques and analytical experience with a number of online research and advertising capabilities through a series of partnerships to provide consumer insights, segmentation, targeting and campaign-specific ROI analysis capabilities for online advertisers. Symphony Advantage Symphony Advantage is a suite of business intelligence software services for trade management, merchandizing, shopper marketing and in-store execution powered by the Liquid Data technology platform. It is delivered by an Advantage Portfolio of business applications that include: • Brand Advantage is a user-friendly online media planning and analytical application that is delivered over the Web. • Consumer & Shopper Insights Advantage provides insights into shopper behavior combining content, such as built-in scorecards and best-practice analysis templates. • Market Advantage identifies emerging trends and growth drivers (e.g., health and wellness) before the competition and elevates their retailer partnerships from “category” captain to “aisle” or “department” champion. • Price & Trade Advantage gives insight on price sensitivities, gaps, thresholds, competitive implications and sales volume decomposition. Symphony Analytics Symphony Analytics provides a combination of predictive analytical techniques, proprietary rapid-modeling platforms, automated services and experienced analytics consulting talent. It focuses on the strategic and operational needs in sales and category management, marketing and brand management, strategy and demand planning. Symphony Consulting In 2011, SIRI continued the expansion of its Consulting and Innovation Practice, delivering advisory services in sales and marketing for C-level management within the CPG and retail industries. The group focuses on four key practice areas: strategic pricing, growth and innovation, shopper marketing, and customer and channel management. Symphony Consulting is composed of experienced consultants from top-tier strategy consulting firms who have successfully completed hundreds of engagements focused on developing long-term strategic and collaborative relationships. SIRI has 11 offices throughout the United States and in the United Kingdom, France, the Netherlands, Germany, Greece, Italy and Spain. • Consumer Health information provides detailed 6 IMS Health Inc. Ari Bousbib, 49 TiTle Chairman and CeO eduCaTiOn m.B.a., finanCe, COlumBia universiTy 2011 WOrldWide revenue $750.0 milliOn* Change frOm 2010 +4.5%* ** revenue OuTside hOme COunTry $480.0 milliOn* frOm OuTside hOme COunTry 64.0%* emplOyees WOrldWide 2,500* *** IMS Health Inc. in Parsippany, N.J., was founded in 1954 and was acquired by TPG Capital, the Canada Pension Plan Investment Board and several other investors. IMS is a leading provider of information services and technology for the healthcare industry around the world. The firm draws on its global technology infrastructure and combination of in-depth analytics, on-shore and off-shore commercial services, and software platforms to better understand the performance and value of medicines. With a presence in more than 100 countries, IMS offers services to pharmaceutical manufacturers and distributors, providers, payers, government agencies, policymakers, researchers and the financial community. Using predictive modeling and forecasting techniques with its databases, IMS tracks more than 1.3 million healthcare products, covering more than 80% of all pharmaceutical sales transactions worldwide. Its stakeholder insights—representing patients, prescribers and payers—are used to develop commercialization plans, select the patient and physician populations that will derive the greatest clinical benefits from specific therapies, deliver information about medicines to prescribers to enhance treatment decisions for patients, and allocate and measure the effectiveness of pharmaceutical marketing and sales resources. IMS’s market research products include: • Pharmaceutical Audits measure the sale of pharmaceutical products to pharmacies, supplemented in some countries by data collected from dispensing physicians, retail chains and discount stores. • Prescription Audits contain projected national estimates of the rate at which drugs move out of the pharmacy and into the hands of consumers. • Medical Audits are based on information collected from panels of practicing office-based physicians and contain projected national estimates of the number of consultations for each diagnosed disease with details of the therapy prescribed. • Hospital Audits contain data projected to national and regional estimates, and show the sale of pharmaceutical products to hospitals by therapeutic class. • Promotional Audits contain national estimates of pharmaceutical promotional activities for individual branded products, including sales force promotion and journal and mail advertising, based on information received from panels of physicians and from monitoring medical journals and direct mail. • MIDAS is an online, multinational, integrated analytics 22 mArketing newS | augusT 31, 2012 AMA083112_INI.indd 22 technology platform that clients use to assess and analyze global trends in multiple markets. It provides online access to pharmaceutical, medical, promotional and chemical data that IMS compiles. product movement, market share and pricing information for over-the-counter, personal care, patient care and nutritional products. • Oncology Analyzer audits collect longitudinal patient information regarding the diagnosis and treatment in the critical area of Oncology across the major pharmaceutical markets. • Market Research Publications support market assessment, competitive intelligence and forecasting activities at all stages of the product lifecycle. They feature analyses on pharmaceutical companies, countries, markets, therapies and products. * research only. ** The growth rate includes the 2010 and 2011 research-only revenue for the 2010 acquisition of Brogan inc. in Canada in July, and excludes the 2011 revenue for the acquisition of medical and promotional audits of sdi health llC in the united states in October. Total research and nonresearch revenue in 2011 was $2,371 million. *** estimated. 7 Westat Inc. James E. Smith, 62 TiTle presidenT and CeO eduCaTiOn ph.d., universiTy Of sOuThern CalifOrnia 2011 WOrldWide revenue $506.5 milliOn Change frOm 2010 +11.2% revenue OuTside hOme COunTry: $3.1 milliOn frOm OuTside hOme COunTry: 0.6% emplOyees WOrldWide 1,947 Westat Inc. in Rockville, Md., is an employee-owned company founded in 1963. Westat combines a reputation for high-quality surveys with a constant effort to innovate and build new capabilities. Its corporate capabilities include statistical design and analysis, research methodology, survey operations, scientific and clinical research, program evaluation, systems development, and other survey and information services. The firm’s professional staff has significant experience in a broad range of subject and program areas, including health and medical studies, education, social services, transportation and environmental protection, among others. The firm’s clients are the agencies of the U.S. government, as well as businesses, foundations, and state and local governments. Its projects serve a broad range of needs: assessing students’ educational achievement, understanding health and environmental risks, gaining new knowledge of the causes and treatment of disease, providing public health communications, evaluating the performance of social programs, and supporting the development of policy and regulations in many areas of government. Westat also performs clinical trials work for the U.S. government and for pharmaceutical and biotechnology clients, both domestically and through its international operations. Westat continues to expand its methods research and information dissemination capabilities. The firm operates a behavioral research facility specializing in Web usability, along with cognitive research and focus group facilities. It also manages websites and call centers supporting federal agencies’ public information programs. 8/7/12 8:06 AM
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  24. 24. honomichltop25 excluSiVe feature Westat surveys are increasingly multimodal, often including in-person, telephone, Web, mail and mobile device modes. It operates telephone research centers across the United States, a national network of home-based telephone interviewers, and a nationwide staff of field data collectors for in-person and institutional data collection. To support these large, distributed operations, Westat maintains an extensive, secure, nationwide multimodal computer and communications infrastructure. Its global portfolio includes health and education projects in more than 60 countries worldwide. Westat provides extensive experience in a diverse portfolio of international health research issues, including HIV/AIDS, TB and other diseases, STDs and nutrition. It has been a player in global health research for more than 30 years. Westat has participated in international student assessment and literacy research since the early 1990s. It conducts many international education studies and international adult literacy assessments, with samples sometimes covering more than 60 countries and including more than half a million students. The firm also provides consulting in statistical design and analysis to statistical organizations and government agencies throughout the world including in Canada, Australia, France, the United Kingdom, Sweden, Norway, Finland and South Africa. Westat distributes and provides user training and support for Blaise, a commercial off-the-shelf software system for computer-assisted telephone interviewing and complex survey processing. Blaise was developed by Statistics Netherlands and is used internationally. Westat supplemented its WesVar statistical processing software with the WesDaX module for online data analysis and tabulations, and other software for data and metadata dissemination and use. Westat’s telephone interviewing, field interviewing and data editing staff averaged about 1,600 during 2011. It maintains research offices in five U.S. cities and in five international locations. 8 intaGe inc. Kenji Miyakubi, 53 titLe President And rePresentAtiVe direCtOr eduCAtiOn eHiMe uniVersity, JAPAn 2011 WOrLdWide reVenue $459.9 MiLLiOn* CHAnge FrOM 2010 -0.2%* ** reVenue Outside HOMe COuntry $15.4 MiLLiOn* FrOM Outside HOMe COuntry 3.3%* eMPLOyees WOrLdWide 2,153* INTAGE Inc., based in Tokyo, was founded in 1960 and listed on the Tokyo Stock Exchange in November 2001, and was listed on its First Section as of March 2009. INTAGE addresses management strategy and issues through marketing and business intelligence in consumer markets, service industries and healthcare sectors in four areas: • Marketing Tracking: INTAGE provides syndicated data services through its data delivery systems. Information details retail sales trends, consumer buying behaviors, sales promotion activities and other market indicators. Market tracking services offered include syndicated POS retail panel services (SRI, SDI); syndicated consumer panel services (SCI, SLI, SCI-personal); syndicated promotion effectiveness measurement panel services (SPI, IFI); Kitchen Diary; MR (medical representative) activities effectiveness panel service (Rep Track); integrated marketing research data delivery systems (Partner & Brains, RESME); and Web-based tool for clients to integrate panel data (i-Canvas). • Customized Services: INTAGE addresses needs for customized services in management, strategy and strategy implementation evaluation, and business process efficiency. The 24 firm leverages technology and systems, as well as marketing research resources and capabilities, to optimize marketing activities and business processes via customized research, global research, Internet-based marketing research, medical marketing research, eye-tracking survey, MROC survey and tabulations, and searches research data from Internet and mail surveys (Lyche-Pro, Lyche-Web). • Research and Analysis Models: These models include price and store sales promotion analysis packages (price optimizer, APRiCOT), and analytical tools and applications (ShelfChoice, brand management tables, brand ROI analysis, single-source campaign effectiveness analysis). • Strategic Solutions: INTAGE fuses information tech- nology, system development capabilities and marketing intelligence to construct business application systems to address strategy issues and operating environments. Database services apply data utilization and analysis tools for decision-making support systems that maximize the value of existing client information resources. The firm offers integrated services (INTAGE-CRM, data mining and customer portfolio management tools), BPR and BPO services, drug development services (CRO services), SCM services (supply and demand planning and logistics planning), micro-area marketing applications (AreaManager) and business application products (Job Hunter). In 2011, INTAGE and NTTdocomo in Japan established a joint venture, Docomo Insight Marketing Inc., to develop research and communication services by leveraging mobile devices such as smartphones where market data will be accumulated in real time and provides research based on a variety of information obtained from the smartphone platform. Also, FTA Research and Consultant in Vietnam became a consolidated subsidiary of INTAGE to strengthen its operation base in that country. * For the fiscal year ended March 2012. ** the growth rate excludes the fiscal year 2011 and fiscal year 2012 revenue from the acquisition of research dynamics Co. in Bangkok in June 2011. 9 arbitron inc. William T. Kerr, 71 titLe President And CeO eduCAtiOn M.B.A., HArVArd Business sCHOOL 2011 WOrLdWide reVenue $422.3 MiLLiOn CHAnge FrOM 2010 +6.4%* reVenue Outside HOMe COuntry $6.4 MiLLiOn FrOM Outside HOMe COuntry 1.5% eMPLOyees WOrLdWide 1,205 Arbitron Inc., based in Columbia, Md., was founded in 1949 and in 2001 became a public company listed on the New York Stock Exchange. Arbitron is a leading media and marketing research firm primarily serving radio broadcasters, advertisers, advertising agencies, cable and broadcast TV, retailers, out-of-home media, online media, mobile media, telecommunications providers and print media. Arbitron has four main services: • Radio Audience Measurement: Arbitron estimates the size and composition of radio station audiences by periodically conducting surveys of radio listeners in marketing news | August 31, 2012 AMA083112_INI.indd 24 8/6/12 3:42 PM
  25. 25. excluSiVe feature approximately 284 U.S. markets. The company uses its Portable People Meter (PPM) ratings system in 48 of the top U.S. radio markets and its diary-based system in the remaining markets. It also surveys audiences for radio networks and syndicated programs through its two national ratings services, RADAR and Nationwide. The RADAR service provides estimates of national radio audiences and of audiences to the programs and commercials of more than 50 separate radio networks. • Measuring Audiences for Media Other Than Radio: Arbitron offers services estimating the size and demographic composition of audiences for media other than radio, such as smartphones and tablets, television viewed out-of-home and content distributed on multiple platforms. Arbitron Mobile provides custom and syndicated mobile research panels, plug-and-play mobile media measurement tools, and software building blocks for smartphone and tablet measurement to companies in the research, wireless, Internet, media and marketing industries. ARB-TV uses the Arbitron PPM service to report the consumption of broadcast and cable TV in locations outside of the PPM respondent’s home. Arbitron Cross Platform services provide a more complete view of consumers’ interactions among multiple media. By leveraging the mobility and utility of its PPM technologies, Arbitron is developing cross-platform services that can complement existing data services, offer media greater insight into what constitutes their total audience and help advertisers plan how to reach that audience. • Surveying Consumers in Local Markets: Arbitron compiles profiles of radio listeners, broadcast TV and cable television viewers, newspaper readers and consumers reached by outdoor and out-of-home advertising displays. These profiles contain detailed socioeconomic data and information about what consumers buy, where they shop and what other forms of media they use. Arbitron provides these measurements in local markets across the United States through its Scarborough service and through two other services that conduct ongoing consumer surveys. • Providing Application Software: Arbitron provides software applications that give customers access to media and consumer information from the company and from other research providers. Portable People meter service Arbitron’s PPM technology is capable of measuring audiences for broadcast and satellite radio, broadcast, cable and satellite television, Internet audio and video, and in-store audio and video broadcasts. Arbitron has commercialized its PPM radio ratings service in 48 of the largest U.S. radio markets. Arbitron is gradually deploying the new PPM 360 device, which uses wireless cellular technology to transmit media exposure honomichltop25 data directly from the meter to Arbitron. Cross-Platform media measurement Arbitron is exploring opportunities to use PPM technology to measure audiences for many types of media. In September 2011, ESPN signed a new three-year agreement that continues cross-media measurement of the NFL and college football games broadcast on television and radio. In February 2011, the Coalition for Innovative Media Measurement chose Arbitron for a three-screen pilot project to measure consumption of content and advertising across TV, the Internet and mobile media. Digital radio As radio follows its audience onto new digital platforms, Arbitron is working to expand its measurement services to include estimates of the audio consumption across all of radio’s broadcast and digital channels. The proposed service would offer estimates for overthe-air radio audiences based on PPM ratings, and audiences for Internet streaming services based on a combination of PPM ratings for encoded broadcast streams and server-side measures for both streamed radio broadcasts and pure-play Internet audio outlets. arbitron mobile In July 2011, Arbitron purchased Zokem Oy, a Finlandbased mobile audience measurement company, which now operates as Arbitron Mobile Oy. Arbitron Mobile has developed a mobile software August 31, 2012 | marketing news AMA083112_INI.indd 25 25 8/6/12 3:42 PM
  26. 26. honomichltop25 exclusive feature meter compatible with most mobile devices offered by major manufacturers, mobile device operating systems and wireless service provider protocols. The software meter can measure consumers’ mobile experiences, online and offline, and includes the ability to measure the incidence and duration of software application usage and methods of processing mobile datasets. Its customer base includes media measurement companies, wireless service providers, Internet service providers, software service providers, wireless device manufacturers, media content owners, and advertising agencies and advertisers in countries worldwide. Outside of the United States, Arbitron has agreements with media information services companies in specific countries to use its PPM technology in their audience ratings services. This includes Kantar Media and BBM Canada. Its PPM technology currently is being used for media ratings in seven countries in addition to the U.S., with five countries using PPM technology for measuring both television and radio. Kantar Media will use a new Arbitron electronic radio measurement service in Sweden beginning in August 2012. The firm also currently operates a wholly owned subsidiary in India, which provides software development and testing services. In addition to its headquarters, Arbitron has five regional sales offices located in the metropolitan areas of New York; Atlanta; Chicago; Dallas; and Los Angeles; and operations offices in Dallas; Birmingham, Ala.; Espoo, Finland; and Kochi, India. * The growth rate includes 2010 and 2011 U.S. revenue from the 2010 acquisition of Integrated Media Measurement Inc. in June in the U.S. and excludes revenue from the 2011 acquisition of Zokem Oy in June in Finland. 10 The NPD Group Inc. Tod Johnson, 67 TITle ChaIrMan and CeO edUCaTIOn M.S.I.a., CarnegIe MellOn UnIverSITy 2011 WOrldWIde revenUe $265.3 MIllIOn Change FrOM 2010: +9.9%* revenUe OUTSIde hOMe COUnTry $76.4 MIllIOn FrOM OUTSIde hOMe COUnTry 28.8% eMplOyeeS WOrldWIde 1,256 The NPD Group Inc. (NPD), based in Port Washington, N.Y., is a privately held corporation founded in 1967. The NPD Group is a group of businesses offering consumer and retail tracking, custom solutions, advanced analytics and analyst services for a wide range of industries that help clients identify high-value opportunities and measure performance. Information is available for the following industry sectors: apparel, appliances, athletic footwear, commercial technology, consumer technology, displays, fashion accessories, fashion footwear, food and beverage, foodservice, housewares, home improvement, home textiles, mobile phones, music, office supplies, software, solar, sports apparel, toys, video, video games, watches and jewelry, and wireless accessories. NPD’s national retail tracking services are based on pointof-sale store movement information collected from more than 900 retail partners representing about 150,000 doors worldwide. It also offers market- and store-level tracking and advanced analytics at various geographic levels, including designated market areas, census regions and custom areas such as client retail trading areas in the United States and Europe. LGI International, an NPD Group company, tracks fine watches and branded jewelry. The firm’s consumer tracking services in the U.S. are based on information collected from the NPD Online Panel of nearly 2 million registered members. Due to NPD’s extensive experience in managing panels and its emphasis on continuous tracking, the NPD Online Panel is optimized for tracking studies. NPD also offers custom research services and analytics that complement NPD’s data assets. Its solution-oriented product portfolio addresses opportunity identification, pricing, marketing evaluation, assortment planning, new products and forecasting. The firm’s analyst businesses are concentrated in the technology sector, providing trend information, forecasts and analyses developed by a global team of experienced analysts with extensive industry knowledge and resources. NPD DisplaySearch provides market research on the flat-panel display supply chain. NPD Solarbuzz offers analysis on the emerging photovoltaic/solar cell industries. NPD In-Stat analyzes the mobile Internet and digital entertainment ecosystems. In Canada, NPD offers POS and consumer panel information on the entertainment, fashion, food, 26 technology, video games and wireless industries. In Mexico and Brazil, NPD serves the technology and sports industries, respectively. In Europe, NPD offers information for the beauty, food, sports and toys industry sectors. Tracking services are provided in 12 European countries and are composed of both consumer and retail tracking services. In Asia Pacific, NPD offers tracking services for food, toys, video games and sports. Services are available in Japan, China, Australia and New Zealand. Services also are available in China, Japan, Korea and Taiwan through NPD DisplaySearch. NPD continued to develop its analyst business in 2011 with the launch of Connected Intelligence, a suite of NPD products offering analysis on the connected world, covering devices, content and services. It signed an agreement with Sam’s Club and to receive point-of-sale information. In early 2012, NPD signed an agreement with Wal-Mart to receive additional point-of-sale information from Wal-Mart and DecisionKey, NPD’s new Web-based tool for data delivery and manipulation, will be rolled out to clients throughout the year. NPD has 27 offices in 14 countries worldwide. * The growth rate excludes 2010 and 2011 revenue from the U.S. acquisitions of Solarbuzz in March 2010, lgI network in May 2010 and In-Stat in January 2011. 11 Video Research Ltd. Soichi Akiyama, 62 TITle preSIdenT and CeO edUCaTIOn B.a., FaCUlTy OF leTTerS, TOkyO UnIverSITy. TOkyO. 2011 WOrldWIde revenUe $240.9 MIllIOn* Change FrOM 2010 +3.2%* eMplOyeeS WOrldWIde 392 Video Research Ltd. (VR), based in Tokyo, was founded in 1962 by a consortium of Japanese broadcasting companies, major advertising agencies and advertisers. VR is a media and marketing research firm whose major clients are in the broadcasting, advertising and CPG industries. It is the only firm providing advertising statistics for six major media in Japan, including four major media plus transit media and the Internet. Several data sources are from its alliance companies. VR’s main service is TV audience measurement (TAM). It is based on a sample of 6,600 households equipped with set meters for household TV ratings in 27 markets throughout Japan. In the Kanto (including Tokyo) and Kansai (including Osaka) markets, VR reports both household and individual ratings using the VR People Meter. The firm has obtained ISO 9001:2006 certification for its meter-based system as well as for the diary method used in individual ratings research. Radio ratings research is conducted in the Tokyo, Osaka and Nagoya metropolitan areas four to six times per year with samples of 3,000 per wave. The firm releases a number of media-related reports: • The Nationwide Newspaper Readership Survey (J-READ) gathers and organizes standardized data on newspapers throughout all 47 prefectures of Japan. This one-week survey of newspaper browsing is designed to measure items such as media contact, lifestyle, consciousness and product use to shed more light on how advertisements’ target readers interact with newspapers. marketing news | aUgUST 31, 2012 AMA083112_INI.indd 26 8/9/12 8:26 AM
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