Quirk's Blog

Qualitative recruitment in a digital world

Editor’s note: Lisa Boughton is director and co-founder of U.K. fieldwork agency Angelfish.

A quick glance at the hot topics setting tongues wagging on market research forums suggests that while researchers are discussing how to harness the power of big data or maximize the utility of online communities, few are talking about the benefits of using digital and social media to recruit respondents for qualitative research.

187458884Robust recruitment is the bedrock of market research, so it may come as no surprise that there has been significant resistance to the use of digital technologies in recruitment. Clients are concerned about quality control, about the importance of the personal touch and about the need to comply with rules on good practice. Despite these issues, the potential for digital recruitment in qualitative fieldwork has advanced in leaps and bounds over the past few years, with innovations that are starting to challenge conventional thinking that could directly improve the quality of the market research we carry out.

At Angelfish, we specialize in digital recruitment so we know what a powerful tool it can be but we also draw on a heritage of conventional market research practice to create a combination of the old and the new. For example, a “killer argument” for digital recruitment is the ability to reach and recruit fresh respondents – the lifeblood of good-quality market research – through channels such as Google, Facebook and Twitter. Used effectively, digital recruitment can create a steady stream of new respondents that would not be financially feasible through proactive street recruitment or a print campaign. Digital channels can also be highly targeted, allowing the quick recruitment of respondents in any location or among those with an interest in a specific topic area which may be otherwise inaccessible via street or telephone recruitment.

Critics of digital recruitment rightly point out that the use of digital channels alone removes the personal touch. Without the ability to engage and motivate potential respondents, there is always the danger of a high dropout rate.

One answer is a hybrid of digital and traditional approaches. This involves using digital channels, such as prerecruited panels, social media and approaching forums to reach out to potential respondents and providing an online screener to register interest, thereby removing any recruiter bias and boosting quality. The next step is to follow up with a phone call to validate a respondent’s answers and ensure accuracy, countering the danger that respondents may be more likely to provide false answers online. Crucially, this call also helps to build a personal rapport that helps to ensure levels of over-recruitment are no different to traditional methods. By contacting every respondent personally, this approach enables deeper attitudinal profiling and also adds a new level of robustness to the validation of recruited respondents.

A key benefit of digital recruitment is the ability to use the power of social media in a highly targeted way, to focus only on the target demographic. With the right in-house knowledge and infrastructure, social media can be targeted at those in a specific age range, gender, geographical location and interest level of the topic in question with excellent response rates. Facebook and Twitter have massive potential, with many posts reaching up to 20,000 eyeballs overnight and bringing in excellent response rates across all manner of topics.

Speed is often cited as a key benefit of using digital technologies, and recruitment is no different. In establishing the feasibility of a study, panels and social communities can be polled very quickly to find out vital information. In live projects too, it is possible to identify issues with a screener within as little as 24 hours, allowing time for changes to the screening criteria before it’s too late to recruit new respondents. Volume here is vital too as larger screened sample sizes deliver greater confidence in the data. Where responses from street recruitment may be quite small and can be slow to materialize, digital recruitment can deliver 300+ people applying for a project overnight with a detailed analysis of screened out respondents by the following day.

Social media also has the potential to become a live recruitment and interviewing platform itself. Twitter is being used in increasingly sophisticated ways for live research. For example, in a recent project conducted by Angelfish, live complaints to businesses via Twitter were intercepted and the customer contacted at the moment of discontent to better understand their feelings and reaction to their poor customer experience. This research would not normally have been possible without access to customer service call centers to access the live complaints.

While digital methods offer many advantages for successful recruitment of market research respondents, the key to success is to use a combination of old and new approaches depending on the target group required. Not everyone resides in this purely digital world and there is major scope for using technology to support existing recruitment techniques to make them more effective. For example, using online screeners during street recruitment can increase the speed of data return. Another method is using LinkedIn to identify business professionals in a particular industry and then posting a good old-fashioned letter to their desks, avoiding the e-mail fatigue and social media overload that can hamper a busy professional life.

In conclusion, it’s critical to build a recruitment campaign that suits the required target and gives the best chance of reaching them quickly and effectively. There is, however, no doubt that the additional use of digital recruitment methods, correctly combined with traditional techniques, can hugely increase the range of available weapons in the qualitative recruiter’s arsenal. In the ongoing fight against shrinking timelines and budgets in the fast-paced world of MR, this can only be a good thing for researchers and field managers.

Posted in Market Research Best Practices, Qualitative Research, Research Recruiting, The Business of Research | Comment

10 new skills that marketers must learn

Editor’s note: Larry Weber and Lisa Leslie Henderson are co-authors of The Digital Marketer: 10 New Skills You Must Learn to Stay Relevant and Customer-Centric. For more information click here.

467133313Marketers have been gulping down change for the last decade. Low-cost and ubiquitous communications technology has rapidly changed human behavior, causing seismic shifts in marketing philosophy, practices and careers. At its core, marketing is still about creating and keeping customers, but the “how-to” questions for accomplishing this have changed considerably.

As challenging as it is to be a marketer during one of the most rapidly changing business environments in history, both our customers and our businesses are benefiting from the disruption. The numerous changes that digital has ushered in are forcing us to move away from our traditional producer-based strategies and tactics, to focus on meeting our customers’ needs and desires. Organizations that have grasped the new reality and are redesigning the way they engage with their prospects and customers are discovering a new source of competitive advantage: remarkable customer experience. Successful companies are becoming customer-obsessed, creating highly relevant experiences that engage and delight their customers on a regular basis, across the entire customer journey. Think Amazon, Marketo, Warby Parker, IBM, USAA and L.L. Bean.

Myriad new tools and skills are making this new level of customer-centricity possible, including: combined big and little data and analytics; marketing automation; design thinking; customer journey analysis; converged media strategies; public and private social communities; software integration; location-based technology; content marketing; and near-field communications technology. And that is only the tip of the iceberg.

While much complexity remains, we are now entering an age of refinement. This is not to imply that innovation will stop, or that the pace of business will slow, or that those who are on top of the heap today will be there in another 20 years, or even two months from now. There is change ahead but the innovation on the horizon builds upon the seismic advances that have already transformed the business landscape, rather than disrupting it on the scale we have seen during the past decade. Shakeouts, consolidations, bankruptcies and initial public offerings will be plentiful as the market integrates and matures.

Marketers still have work to do to be successful in this next phase. Indeed there are 10 new skills that marketers must learn – now – to be able to compete on the basis of customer experience.

1. Marketers are becoming experience architects, able to design and deliver relevant experiences around products, services and places. To do so, marketers need to think holistically, designing integrated experiences across the entire customer journey, from upfront customer acquisition to customer service, retention and collaboration, and across multiple channels. Knowledge of design thinking and customer journey analysis help us build effective interactions as these disciplines help us more deeply understand our customers, the context surrounding their needs and desires and how they experience our brands at all stages of their journey with us. A basic understanding of the tenets of the emerging field of behavior science helps us orchestrate the conditions that are likely to induce a target behavior and create enduring habits around our brands.

2. Marketers are combining big and little data with powerful analytics to gain proprietary insight into customers and to enhance brand experience. Insight derived from new fields of information and combined data streams deepens our understanding of our targets, prospects and customers and builds a dynamic context and predictive component for our interactions. This ability is critical, as relevance is rapidly becoming essential to being found by potential prospects, and to sales, ongoing engagement, advocacy and collaboration.

3. Marketers are scaling creative, personalized communications across channels and throughout the customer journey using marketing technology platforms. Today’s marketing automation tools are evolving rapidly and are quite powerful. Embedded predictive analytics identify more qualified prospects and sophisticated lead-scoring techniques based on real-time behavior steward prospects through the customer journey in a customized fashion. Closed-loop analytics make it possible for companies to accurately trace pipeline, sales and after-sales customer activity back to the originating marketing and sales initiatives. Quantifying marketing’s impact on revenue validates our role and often facilitates greater alignment between marketing and sales.

4. Marketers are employing rich content to tell and catalyze stories. Content fuels engagement throughout today’s customer journey. A steady stream of relevant content is also essential to make effective use of marketing automation. Knowing how various types of content resonate with our prospects and customers and being able to contextualize our interactions across our customers’ preferred channels with the appropriate cadence helps us break through the noise.

5. Marketers are identifying relevant social networks, building authentic presences and often creating our own digital communities to better connect with our customers. Social media has multiplied the number of possible touchpoints with our prospects and customers and has transformed static one-way messaging into dialogue. Successful companies are becoming transparent and responsive, engaging with constituents publicly and in real-time to build brand awareness, generate leads, engage customers and foster advocacy. Many companies are also establishing their own private customer communities to foster co-creation of products and services.

6. Marketers are adopting converged media strategies to augment our brands’ reach and credibility. The delineations among paid, earned and owned media are blurring as marketers incorporate customers’ content into our own content, as professional bloggers are paid to create content for our blogs and as sponsored content populates social media news feeds and publishers’ sites. With organic reach waning on platforms like Facebook, marketers must be able to evaluate the variety of emerging paid media options for extending reach and determine their usefulness for our brands.

7. To build loyalty, marketers are proving a brand’s allegiance to customers, rather than asking for the reverse. Loyalty erosion is pervasive and despite their name, many existing loyalty programs do little to foster loyalty. The best way to create loyalty is by delivering a remarkable and consistent customer experience. Loyalty programs that augment the customer experience, by automating payments or loyalty points, have a much higher chance of being utilized. While we often measure loyalty program adoption, utilization is the name of the game, as it generates proprietary data that can be used to further enhance our customer experience.

8. Marketers must be agile, able to test ideas, read customer behavior and make adjustments in real time. Expectations for continual customer engagement, rapid proliferation of new platforms, the rise of behavior-based communication and shorter development cycles requires that marketers become more agile and responsive than we have been in the past. Answering the call, marketers are testing young ideas and potential improvements to programs in real markets and designing marketing programs in smaller components that can be tested, combined and recombined to for maximum flexibility.

9. Customer experience is a systems-level opportunity, requiring marketers to be able to lead a highly synchronized, ecosystem-wide effort. Building relationships with our prospects and customers involves integrating multiple – and often siloed – groups within our own organizations and across our broader ecosystems as multiple functions support each of our customer interactions. To realize the customer experience advantage, marketers must be able to inspire these multiple moving parts to work together toward customer-obsession.

10. Marketers must proactively manage their careers, regularly nurturing their networks, skills and creativity. Resourcefulness is essential in today’s marketplace and responsibility for being on the cutting edge has by providing unprecedented access to people, events and discussions shifted to each of us as individuals. The Web has simplified this task, although it does come with the risk of being overwhelmed. Nurturing our creativity requires additional care, often requiring an intentional emptying, rather than a rush to take more in.

* * *

While marketers still have a lot of change to digest, in the near term, we will have the opportunity to chew a little more thoroughly. As we savor each new marketing morsel that the last decade has put on our plate, we will discover and enjoy new flavor combinations, spark our creative juices and build more productive relationships with customers whether they are already seated the table or just coming through the door.

 

Posted in Big Data, Brand and Image Research, Consumer Psychology, Customer Satisfaction, Marketing Best Practices, Shopper Insights | Comment

Employee engagement surveys: evolution or extinction?

Editor’s note: Ben Egan is a consultant at U.K.-based HR consultancy and bespoke technology firm ETS.

The world’s biggest companies spend big money on running employee engagement surveys each year. I’ll wager that many aren’t getting their money’s worth, though. What I mean is that, for some companies, running a survey is the employee engagement plan.

454206473In such cases the survey is probably delivering little or no business value. In fact, it could even be harmful to engagement if surveys are taking place with no follow-up or action taken on results.

Why evolution is needed: The approach to employee surveys must evolve to deliver real value. The survey should be a business improvement tool. It should be the starting point for addressing strategically important areas and themes. The springboard for more engaged employees and a more successful company.

In order for such an evolution to be realized, survey questionnaires must be aligned with a company’s strategy. And companies must give greater thought to the action-planning process and supporting managers.

Otherwise, for a large number of companies, employee surveys will remain an expensive check-box exercise.

How to evolve your employee survey approach:

Ease up on response rates. I’m not saying that encouraging a good level of response to your survey isn’t important. But driving up response rates can take over and lead to managers putting pressure on employees to participate. This is not to be recommended.

Of course you’d like as many employees to complete the survey as possible. And, they will. You just need to communicate with them, clearly explaining what the survey will measure, that their feedback will be valued and will remain confidential and how results will be used. This should lead to a naturally high response rate (which is recommended).

Focus on survey results. You should think at the very start of your planning process about what support line managers will need to act on employee survey results.

The reason for starting this thought process early is that you need to think about what data you want to get from the survey and how it’ll be used. Giving this thought from the outset will enable you to tailor the questionnaire design.

This will help managers to better understand what motivates their teams and be able to identify key themes in the results. In doing so, they’ll be able to create relevant action plans. This is the path that leads to business improvement.

Support your managers. Line managers are central figures in any employee survey. In many companies they hold the key to encouraging their teams to participate and will also have a big influence in taking effective action post-survey. With this in mind, make sure you get their buy-in from the start.

This isn’t always easy. We find it helps to make the survey relevant for managers – involve them in the questionnaire design and what the survey should measure. Explain to them how they’ll benefit from increased engagement.

Post-survey, it’s equally important to make it easy for managers to interpret reports and take action. Don’t swamp them with pages of data. You could use a statistical analysis to pick out a handful of questions which managers should focus their efforts on. You need to enable managers to identify the key actions that will improve engagement.

Keep it relevant. One of the main reasons for employee cynicism around employee surveys is that they don’t seem relevant to what people do or experience in a company every day. If surveys lack meaning in this way, the whole process will be undermined. Employees won’t complete the survey and managers won’t take action on results.

For it to be more meaningful, it must be designed with a company’s business strategy at its heart. The survey will thus provide insights and feedback from employees on real business issues.

So what does evolution look like? Evolving your approach in this way should ultimately benefit both employees and the business. Managers will see greater value in the survey process and acting on results. Employees will see that their feedback is listened to and things change as a result.

For the organization, it should lead to a more engaged workforce and business improvement. Of course, these outcomes have always been the point of employee surveys. Some companies have seemingly just forgotten this.

Posted in Employee Studies, Market Research Best Practices, Quantitative Research, Retailing | Comment

How retailers are missing the boat with their mobile engagement of shoppers

Editor’s note: Steve Rowen is an emerging markets specialist at Retail Systems Research. This is an edited version of post that originally appeared here under the title “What consumers say about mobile.”

If you read our research, you know that we typically don’t survey end consumers. Our core offering – benchmark reports – are conducted by a) picking a topic that is highly relevant to the current retail landscape and then b) asking retailers what they self-identify as the biggest challenges, opportunities and roadblocks within that topic. We also ask them about their implementation and plans for technology solutions.

However, a few months ago, we decided to try something a little different. Occasionally, when we’re conducting custom research, a client will ask us for a 360-degree view of a topic. It’s not something we get to do a lot of but when we do, we love it. The ability to get the “he said/she said” viewpoint by comparing retailers’ perceptions to consumers’ realities is fascinating; and the differences tend to be staggering. So when we were kicking the can around a few months back about new things to try, we thought “Why not do our own 360-degree view of mobile technologies?”

We recently polled over 1,000 adult consumers in the U.S. and asked them very straightforward questions about how they use their mobile devices in-home, at work/school or when out in the world shopping. Much of the resulting data will appear as point/counterpoint in our ongoing mobile benchmark reports (the most recent of which just published in February and the next retailer survey launches in October of this year). We’ve also provided much of the data to our friends over at Internet Retailer for an exclusive piece they published in March.

But one of my favorite data points is worth sharing here, now. One of the things we asked consumers about was which devices they owned and what’s really surprising is that, according to our data, the more connected a consumer is, as of today, the more likely a retailer is to let them down (Figure 1).

rowen-1Furthermore, 43 percent of consumers surveyed agree that their mobile phone can tell them more about the products that they want to buy in-store than any store associate can. This is a direct result of the fact that consumers use their mobile devices differently when they shop in stores than when they shop from home – they’re more likely to use their phones in stores for late-stage purchase help (Figure 2).

rowen-2If retailers gear their mobile engagement towards the activities they see when consumers are shopping from home, they’re missing the boat on helping consumers in stores. That leaves consumers with only one real in-store activity – comparing prices – and that is hardly where retailers want/need to be headed.

Posted in Mobile Interviewing, Retailing, Shopper Insights | Comment

How to get the most from exploratory research

Editor’s note: Andrew Fu is a project manager with iModerate, a Denver research firm.

101697555There’s nothing more exciting for a market researcher than learning something unexpected and new from a respondent – and many times the initiatives that uncover the most surprising insights are exploratory in nature. Often thought of as a preliminary step within a larger research process, at our firm we consider exploratory research to be an important element of any qualitative project. A typical exploratory study occurs when there is no clearly-defined problem or hypothesis – this means the researcher has freedom and flexibility to adjust and adapt the study along the way. Good exploratory research has the ability to unearth new ideas, take surprising twists and shape your thinking in ways you would not have imagined – that’s why taking an exploratory mind-set can help you get the most out of any qualitative work, preliminary or not.

Here are our best practices for conducting exploratory research:

Remove all assumptions. If you approach your research thinking you already know who your customer is, then you may miss an opportunity to find out who they really are. Any assumptions about audience, demographics or what you expect to find in the data can keep you from discovering something you didn’t expect. Remember to keep an open mind, be curious and let the findings come to you.

Be willing to kill your darlings. Just as a writer must be willing to cut his or her favorite scene to improve a novel as a whole, researchers must accept the fact that their research may negate their favorite hypotheses. Exploratory research doesn’t have to be entirely without hypothesis but it does have to be flexible enough to allow for changes and improvements as you go. Be ready to accept new points of view throughout the course of your study and be prepared to probe further on findings as they arise.

Ask innovative questions. Exploratory research is often designed to tackle more nebulous, unformulated subject matter – without concepts to test or stimuli to present, exploratory research lets you get creative with the types of questions you ask. Instead of asking directly about a person’s thoughts on a particular topic, craft questions that will get at their experiences and personal identity.

Let your respondent be free. As with any qualitative work, make sure your methodology does not apply any influence or color to the respondent’s feedback. Anonymity, convenience and a moderator/interviewer who is free of judgment or bias can help a respondent feel comfortable and ready to share. Give your respondents a space to be open and honest and you will find out what’s truly on their minds.

Posted in Brainstorming Research, Concept Research, Focus Groups, Product Research, Qualitative Research | Comment

Is Amazon Fire TV a gateway streaming device?

Editor’s note: Ben Arnold is executive director, industry analyst with The NPD Group, a Port Washington, N.Y., research firm. This is an edited version of a post that originally appeared here under the title “The Amazon Fire TV shows streaming media devices are at a crossroads.”

72969324For nearly a year, the tech industry has been abuzz with rumors and speculation that Amazon would enter the rapidly-growing media streaming device market, challenging category incumbents Apple, Google and Roku, who accounted for 88 percent of category revenue during the 12 months ending February. Earlier this month, Amazon did just that, announcing its Amazon Fire TV to much fanfare.

There are plenty reasons for Amazon to make such a device. Unit sales of network content devices have grown 78 percent in the last 12 months according to NPD’s Retail Tracking Service. NPD’s Connected Intelligence’s Connected Home Forecast estimates 23 million Internet capable households will own one of these devices by 2015. A streaming video device also fits in nicely with the rest of Amazon’s product portfolio, which includes Amazon Instant Video but also the Kindle Fire Tablet which, it was mentioned during the launch event, will have some interesting second screen capabilities with the Fire TV. As far as network streaming devices go, the Amazon Fire TV appears to have most of the requisite features to make an impact on the market.

But just as the network streaming device market has grown, video streaming has become a commodity feature found on most connected devices with screens (and many that just connect to a screen). As such, Amazon spent time on the day of the Fire TV’s release talking about features that help differentiate it from the rest of the market. Voice search through the device’s remote helps users navigate the library of content. A feature called Advanced Streaming and Prediction cues up unwatched movies and shows based on a user’s prior viewing habits for faster load times. And, most notably, the Amazon Fire TV can act as a game console for mobile-style games using Amazon’s wireless game controller. We’ve seen a few of these features in other players (the Roku 3, for instance, can play games) but it’s clear Amazon wants the Fire TV to be more than a video streaming device.

The announcement also raised an important question: What does the Amazon Fire TV mean for the future of the network streaming device market? I fully expect manufacturers to pack in more features and improve the user experience with predictive search and alternative interfaces, just as Amazon has done, but the stage is set for network content devices to do more than stream video.

The Amazon Fire TV’s quad-core processor means it can take on some client-lite PC tasks – things connected TVs and Blu-ray players can’t do. Google, Apple and Amazon – the retailers – could conceivably use their devices to make the TV a new point-of-sale for things other than content. Opportunities also exist to tie these products in with home security and energy-monitoring devices, making the TV a dashboard for those products (Google did just buy Nest, after all). With the potential of these new features, network content devices could become the new disruptor in the living room. The question is, do consumers want more from them?

Posted in Media Research, Television Research | Comment

Euromonitor names top wellness trends for 2014

167314167Editor’s note: Simone Baroke is a contributing analyst at Euromonitor International. This is an edited version of a post that originally appeared here under the title “Top 10 global consumer health and wellness trends for 2014.”

Simone Baroke – Contributing Analyst
Simone Baroke – Contributing Analy

In 2014, the global health and wellness market will continue to be driven by demand for natural products, with consumers becoming increasingly sophisticated in their expectations. Not only do they want less of the “bad” stuff (and this now includes gluten, lactose, etc.), but they also want more of the good, such as protein, veggie and functional properties. Emerging economies, characterized by poverty and wealth coexisting side by side, are driving global health and wellness growth, and, sadly, the challenging economic conditions mean that food fraud has crept into the spectrum of First World consumer concerns.

Top 10 Global Consumer Health and Wellness Trends for 2014

1. Protein rules

2. Enhanced natural merging with free-from

3. Meat reduction is the word

4. More veggies please!

5. Sugar reduction – by stealth in food but openly in beverages

6. Emerging markets drive global health and wellness growth

7. Cold pressed juice is the new premium

8. Probiotics are conquering the southern hemisphere

9. Wholegrain controversy

10. Health and wellness products under suspicion of fraud

Source: Euromonitor International

Here is a look at five of the top 10 (click here to read the remaining five):

1. Protein rules. Without a shred of doubt, the protein trend is dominating 2014. The boom may have started with Greek yoghurt in the U.S., but now the high-protein badge graces tubs and packets in virtually every packaged food and beverage category, swiftly expanding its geographical spread.

What we will see throughout this year is an increased protein emphasis in breakfast foods as well as snacking. Breakfast foods, and especially cereal-based breakfasts such as toast and jam, croissants and, of course, breakfast cereals, are notoriously low in protein. Standard cornflakes, for instance, provide less than 3g of protein per serving. The addition of milk doubles this quantity but it still fails to turn a traditional bowl of cereal into a high-protein breakfast.

Chips/crisps, like all purely potato-based products, are also very low in protein, and this is the largest sweet and savory snacks category, accounting for 23 percent of the wider category’s global value in 2013. Nuts, in comparison, which are naturally high in protein, claimed just 13 percent. However, nuts were also the most dynamic type of sweet and savory snack in 2013, posting global value growth of 9 percent, double that of chips/crisps.

Another development we are likely to see on the back of this is the proliferation of legume-based snacks. Roasted chickpea (garbanzo bean) snacks, offered for example by U.S.-based snack maker The Good Bean, are a perfect example. The company points out that its chickpea-based snacks, which come in a variety of flavors, including Smoky Chili and Sweet Cinnamon, contain as much protein as almonds, while being low in fat and carbs. Roasted chickpeas, which are tasty, nutritious and affordable, are a popular snack in India and served as the inspiration for this product range.

The appearance of protein combination products is also going to be a hallmark of 2014. Kraft has just launched a snack product under its Oscar Mayer brand called P3, which stands for “Portable Protein Pack.” The pack features three compartments filled with meat, peanuts and cheese.

2. Enhanced natural merging with free-from. Consumer demand for natural products shows no sign of abating and the clean label trend remains in full swing. Zapping suspect artificial additives is still not enough, however. What we have been observing is that, besides hankering after natural products, consumers also want functionality, demanding what may be termed “enhanced natural” offerings. The aforementioned high protein trend is a clear manifestation of this.

Furthermore, consumer expectations that a natural, clean-label product should also confer some sort of functionality do not stop there. To many, a truly healthy food or beverage should be free from substances such as gluten, dairy, wheat, soy etc. This is further fueling the free-from trend, which is not entirely separate from the natural trend at all – a significant overlap exists.

Our data show that over the review period gluten-free food topped the global health and wellness product growth charts ahead of fortified/functional. In the U.S., value sales rocketed by 110 percent. Lactose-free food performed particularly well in Australasia, Eastern Europe, the Middle East and Africa and Latin America.

Life for ingredients manufacturers is not about to get any easier. Finding acceptable substitutes for gluten, lactose and other such widespread food components which convey essential properties during the production process as well as the palatability of the finished product is all but easy to achieve. But, in a world where value erodes increasingly quickly, thanks to private-label and me-too products shrinking the window of competitive advantage, food industry players cannot take their eyes off evolving consumer preferences.

3. Meat reduction is the word. In highly developed consumer markets, the drive towards meat reduction, rather than a switch to outright vegetarianism, is already in evidence. This trend, also popularly referred to as “flexitarianism,” is being driven by four key concerns – health and wellness, animal welfare, environmental issues and tight finances.

Our fresh food data show that over the 2008-2013 review period fresh meat volumes declined by 2 percent in North America and remained stagnant in Western Europe. In the latter region, frozen meat substitute value sales rose by 7 percent in 2013, and in Germany by as much as 23 percent. Earlier this year, the Belgian Superior Health Council, a scientific advisory body to the Belgian government, recommended that no more than 500g of fresh red meat should be consumed in a week per person in order to ward off illnesses like colorectal cancer. Official guidelines advocating the moderation of meat consumption may soon proliferate across the globe.

Consumers are more highly conscious of their protein intake than ever and so eating less meat and maintaining or even upping protein can present quite a challenge. For this reason, 2014 is going to see a boom of foods and beverages marketed as high in vegetarian protein across all categories. Meat substitutes also stand to gain a new lease of life, particularly products that conform to up-to-date consumer preferences, including lactose-, gluten- and wheat-free offerings.

4. More veggies please! Getting one’s five (or six, seven or nine, depending on the country of residence) a day is no easy feat, especially where vegetables are concerned. Fruit is comparatively easy as it mostly already comes ready to eat and the ubiquitous chilled packs of chopped-up mangoes, melons, pineapple, etc., are a boon for consumers wanting to save time on tedious tasks like peeling and de-coring. Dried fruit snacks, 100-percent fruit smoothies and tubes filled with fruit purée that can be eaten on the go are another convenient way to cram one or two extra fruit portions into a busy day.

Vegetables are much trickier. Besides tending to need more preparation than fruit, consumption occasions are more limited because they are not a common breakfast food, nor do they make for a popular dessert choice.

The industry has recently started to tackle this problem in creative ways. For instance, we now have veggie bread. Country Harvest Veggie bread, introduced in Canada last year by George Weston, the country’s leading bread manufacturer, boasts one full serving of vegetables per slice. There are three varieties – Green Pepper and Spinach, Carrot Celery and Leek and Tomato, Red Pepper and Zucchini.

London-based sandwich company Plan Bread is currently bent on re-conquering the U.K. capital’s lunchtime sandwich market by homing in on today’s top health and wellness concerns. The flour for its sandwich bread is made entirely from dried broccoli florets, plus some added fiber. In terms of nutritional properties, broccoli bread has pretty much everything that today’s discerning health and wellness consumer could possibly ask for – it has 70 percent fewer calories than standard bread, has less than a 2 percent carbohydrate content, a low glycemic index (GI), is wheat-free, gluten-free, yeast-free, soy-free and high in fiber.

Meanwhile, Blue Hill Inc., a U.S. dairy company, has been working on bringing about the next dairy revolution – savory yogurt. In the final quarter of 2013, the company launched a range of vegetable yogurts under its eponymous brand. Currently, there are six flavor varieties – Carrot, Sweet Potato, Beet, Butternut Squash, Tomato and Parsnip. The company uses vegetable purée in its yogurts, which accounts for around one-third of the product.

There is certainly plenty of untapped demand for more vegetable products and consumers are sure to welcome any convenient and tasty offerings the industry can come up with in 2014 and beyond.

5. Sugar reduction – by stealth in food but openly in beverages. The war on sugar continues. In January 2014, the global campaign Action on Sugar was launched in a bid to reduce the average consumer’s sugar intake through calling on food manufacturers to reduce the sugar content of food and drink products by 30 percent, primarily through stealth.

Sugar has long been under attack due to its link with obesity, cardiovascular disease, Type 2 diabetes and its detrimental impact on oral health across all ages. Euromonitor International’s Countries & Consumers data show that globally diabetes affected 660 million people in 2012, with the problem not restricted to developed markets. “Bad Western diets” are increasingly being adopted in emerging economies, driving the prevalence of obesity and diabetes in those markets too.

The stealth approach is favored by manufacturers, as many consumers will remain blissfully unaware that their favorite food and drink products have been altered and they will continue to buy them without being suspicious of their taste or texture having deteriorated in any way.

While stealth is an option for reduced-sugar beverages – Fanta, for example, has been successfully reformulated by stealth – they will fare better than packaged foods if marketed as low/reduced-sugar. Consumers readily turn to low-calorie alternatives, particularly as natural sugar replacers such as stevia are increasingly being used by leading manufacturers and smaller players alike. The category is set to record absolute growth of $4.8 billion over 2013-2018.

Posted in Consumer Psychology, Food/Sensory Research, Health Care Research | Comment

8 traits of great innovation cultures

187729324Editor’s note: Jon Hall is managing partner at Cincinnati research firm SpencerHall. This is an edited version of a post that originally appeared here under the title “8 traits of high-performing innovation cultures.”

It should be no surprise that the highest-performing companies in the world are near the top of their industries in terms of effective innovation. How do some of the most successful organizations in the U.S. approach innovation?

We recently sponsored a study to help answer that question, and also referenced a similar study by Ernst & Young, a white paper on innovation by 3M and articles about other high-performing innovation organizations. What we learned was that companies that outperform their peers share a number of common features, behaviors and values that, in combination, provide the right conditions for successful innovation efforts:

1. A supportive, committed leadership. Aggressive innovation goals can’t be realized with traditional business models, structures and philosophies; they require organizations to dramatically transform their processes, approaches and mind-sets. Leaders in these companies are willing to be advocates and champions of the change necessary for a refocused culture that will thrive long-term. SAP, for example, slashed the time it takes it to get new products to market by creating more, smaller teams and champions throughout the company to eliminate the barriers teams face. Innovation may be even more difficult in the environment of today, where marketing organizations are facing continued pressure to reduce overhead. But some leading innovation companies continue to commit the necessary resources to feed innovation. 3M, as an example, spends around 6 percent of its annual revenue on R&D in order to fuel its new product pipeline (per a 2012 3M Report on Innovation).

2. The willingness to look ridiculous and occasionally fail. It might be an overstatement to say successful companies welcome failure but certainly they understand that “good failures” can still yield great learning and also serve as demonstrations of a company’s willingness to take smart risks. Great creative thinking can often spring from what might like silly or childlike activities; trust comes from knowing those behaviors are encouraged or even rewarded for what they can lead to. Our study concluded that companies that outperform put far more effort into understanding all the environmental and structural elements that contribute to creativity.

3. A diverse innovation department. The most effective innovative organizations build diversity into team design as a way to encourage new patterns of thought and discovery:

  • They include people with expertise in areas not directly applicable to the project, because too much expertise on a topic can breed conventional wisdom. By including a variety of unrelated perspectives, you get unique insights that help the team venture away from expected approaches
  • …and people from both inside and outside the organization. Insiders have valuable knowledge of the company and its goals, yet too much of that indoctrination will limit the ability of the group to move in new directions. Outsiders can also be more free to challenge an organization’s conventional thinking, because they face few consequences of challenging the status quo
  • Pixar uses “black sheep,” frustrated malcontents who demonstrate a dislike of the status quo. The input of someone who ruffles feathers or who is seen as contrary often shake things up and contribute ideas that spark new thinking.

 

4. A collaborative approach. Teams in high-performing companies like Google and Pixar work to get everyone in the same room and accept the fact that every idea won’t be a good one – and even a “bad” idea may actually be the genesis of a great one. The key is to set the stage properly, encouraging participants not to filter ideas before sharing. Trust, which can only be built authentically, is a requirement for effective collaborative innovation.

5. A well-stocked idea pipeline based on key business initiatives. Organizations with well-developed cultures of innovation make sure the top of their idea funnel is wide and very full, aggressively pursuing ideas that could turn into successful new products or services. That means putting effort into communicating corporate direction broadly and deeply, while refraining from judging top of the funnel ideas too quickly or harshly.

6. Highly engaged in soliciting consumer/customer ideas. These companies put a very high value on a continuous series of conversations with consumers and customers. Qualitative researchers use a number of methods to observe, test and challenge shopping and consumption behaviors, create opportunities for natural consumer dialogues and provide platforms for spontaneous idea exchange.

7. A stimulating office atmosphere. We’ve all heard about the playground-like offices of Facebook and Google, and they’re not the only companies that work to instill creativity and provoke thought by providing the kind of space that accommodates and encourages it. Pixar, for example, located its restrooms and mailboxes in the very center of its building, away from individual offices, as a way to manufacture interaction. Steve Jobs, who designed the building, realized that when people run into each other – when they make eye contact – “things happen.” So he made it impossible for people not to run into the rest of the company.

8. Aggressive innovation goals. Rather than looking for incremental improvements in development costs, functionality or quality, high-performing companies are looking for significant change, new concepts, dramatic growth and new markets. Their approach is not to improve on what’s out there but to imagine and create products that don’t exist today for markets that are new to them and their industry.

Innovation in major corporations can’t be thought of as a department, a function or even a set of activities. The best organizations view innovation as an attitude surrounded by a deeply held set of values, continually reinforced by behaviors that confirm for everyone involved the critical importance of innovation. We have no doubt that any organization that wants to be considered high performing needs to view these innovation traits as the blueprint to getting there.

Posted in Brainstorming Research, Concept Research, New Product Research | Comment

Tips on helping brand advocates generate shareable stories

Editor’s note: Terry Vavra and Doug Pruden are partners at research firm Customer Experience Partners. Vavra is based in Allendale, N.J. Pruden is based in Darien, Conn. – See more at: http://researchindustryvoices.com/2013/05/23/social-media-listen-or-not-respond-or-not/#sthash.Kq33Qzvx.dpuf
Editor’s note: Terry Vavra and Doug Pruden are partners at research firm Customer Experience Partners. Vavra is based in Allendale, N.J. Pruden is based in Darien, Conn. – See more at: http://researchindustryvoices.com/2013/05/23/social-media-listen-or-not-respond-or-not/#sthash.Kq33Qzvx.dpuf

Editor’s note: Terry Vavra and Doug Pruden are partners at research firm Customer Experience Partners. Vavra is based in Allendale, N.J. Pruden is based in Darien, Conn. – See more at: http://researchindustryvoices.com/2013/05/23/social-media-listen-or-not-respond-or-not/#sthash.Kq33Qzvx.dpuf

 

 

Editor’s note: Terry Vavra and Doug Pruden are partners at research firm Customer Experience Partners. Vavra is based in Allendale, N.J. Pruden is based in Darien, Conn.

178088218In a post for our Customer Experience Insights blog earlier this year, we described how a small furniture company in Maine turns 35 customers each year into advocates. It’s a great story but some readers responded that the Moser Cabinetmaker story seemed too small and too involved to be relevant to their businesses. We took that as a challenge to uncover examples at the other end of the spectrum. So, consider how toymaker Lego, with millions of customers and tens of thousands of potential advocates, gets its customers talking and sharing information about the brand. Lego does it all by providing insider information to its most active customers.

Adults and children alike build some incredible structures out of Lego blocks but few can match the scale and scope of the construction seen on the company’s TV commercials. So Lego decided to use the envy of these admittedly grandiose creations to stimulate customer communication. It offered loyal customers and fans a look behind the scenes at how Lego Town has been created and how those commercials are produced. And they spread the word.

But again, this Lego story could be considered just another isolated example that probably doesn’t match the situation in which you find yourself. So, more broadly, what does it take to stimulate advocacy and get your customers communicating more frequently and more positively about your brand? The table stakes certainly include offering a quality product with strong perceived value and providing a good customer experience. But satisfaction is just the starting point. In most cases activating customers requires a brand to:

  • create emotional motivation;
  • direct potential advocates to, or provide them with, opportunities to communicate; and
  • arm the happy customers with stories and content to share – like Lego’s behind-the-scenes videos.

 

But what kind of content should you give them? There are several different ways to think about content that will stimulate action:

Some suggest customers share content that they feel helps others, entertains those around them, lets the satisfied customer look smarter, allows them to appear as insiders receiving special insights or simply gives the happy customer the opportunity to be the center of attention and own the interaction.

Another explanation of what drives sharing of content comes from Wharton Professor Jonah Berger in his book Contagious. He writes that sharable content must provide social currency; triggers; emotion; a public presence that can be imitated; practical value; and stories.

Put more simply, the process of content-creation is a way to aid your potential advocates in shaping and sharing content that allows them to help others to laugh, to learn or to love.

Posted in Brand and Image Research, Customer Satisfaction, Social Media and Marketing Research | Comment

For innovation, divide to conquer

Editor’s note: Drew Boyd is executive director, MS-marketing program, assistant professor of marketing and innovation, Carl H. Lindner College of Business, University of Cincinnati. This is an edited version of a post that originally appeared here under the title “The division technique: cutting innovation down to size.”

154081672You can frequently make groundbreaking innovations simply by dividing a product into “chunks” to create many smaller versions of it. These smaller versions still function like the original product but their reduced size delivers benefits that users wouldn’t get with the larger, “parent” product. This is one of three approaches of the division technique called preserving division.

Guitar legend Les Paul used preserving division to produce his multitrack recordings by taking a single piece of media – a tape – and dividing it into multiple smaller tracks that perform the same function as the original large piece of tape.

We see this all the time in the technology industry. For years, computer makers kept increasing the capacity of hard drives. Then an engineer had a brilliant idea to use preserving division to create mini personal storage devices. Today many people won’t leave their desks without placing their thumb drives in their briefcase or pocket. These mini storage units are designed specifically for people who must carry electronic versions of documents with them but don’t want to be burdened with laptops or other computing devices.

Many food manufacturers use the preserving division technique to create more convenient versions of popular products. By taking a regular serving or portion of a product and dividing it into multiple smaller portions, manufacturers allow consumers to purchase food products in more convenient and cost-effective ways. Consumers buy only what they need instead of a larger amount. Recently, manufacturers have even used preserving division to help people curb their calorie intake by providing popular snacks in smaller, more diet-friendly packages. Kraft’s Philadelphia Cream Cheese does this by offering individually-wrapped single-serving-size portions of its flagship product for people to put in their brown-bag lunches or take to the office with a breakfast bagel.

The time-sharing arrangements that many hotels and condominiums offer provide more examples of preserving division. Under time-sharing, a year of “ownership” of a property is divided into 52 smaller units of a week each. Each unit is then sold to a different owner, who has the right to live in the property for that week. Each smaller unit preserves the characteristics of the whole. Ownership has been divided over time.

To get the most out of the division technique, you follow five basic steps:

1. List the product’s or service’s internal components.

2. Divide the product or service in one of three ways:

– functional (take a component and rearrange its location or when it appears);
– physical (cut the product or one of its components along any physical line and rearrange it);
– preserving (divide the product or service into smaller pieces, where each piece still possesses all the characteristics of the whole).

3. Visualize the new (or changed) product or service.

4. What are the potential benefits, markets and values? Who would want this and why would they find it valuable? If you are trying to solve a specific problem, how can it help address that particular challenge?

5. If you decide you have a new product or service that is indeed valuable, then ask: Is it feasible? Can you actually create this new product or perform this new service? Why or why not? Can you refine or adapt the idea to make it more viable?

Keep in mind that you don’t have to use all three forms of division but you boost your chance of scoring a breakthrough idea if you do.

Posted in Brainstorming Research, Brand and Image Research, Product Research | Comment