Insights from Qual 360

By guest writer: Jen Ignacz
(This post originally appeared on the Topp blog)

As a UX researcher, I have found out over the years that there are far fewer qualitative researchers than quantitative researchers in the business world. This makes sense based on the ratio of qualitative and quantitative research conducted in businesses; according to ESOMAR Global Market Research Annual Reports the last several years, between 75% and 85% of global research has been quantitative year after year – but the truth isn’t always in numbers.

Reasons for Qual

At Topp we dig a bit deeper. The majority of research we conduct is qualitative, which is an important process in understanding underlying reasons, opinions, and motivations of people early in the design and development process. Qualitative research and exploration provides insights into problems and helps to catalyse design ideas or hypotheses. We see qualitative research as a compliment to the quantitative research most of our clients already have – where quantitative research is really good at answering WHAT, qualitative is best at answering WHY.

So when I came across the conference, Qual360 (run across 3 continents), just for qualitative research with applications to business, I was beyond thrilled and hopeful that I would find others like me. The purpose of the conference is to bring together qualitative researchers to discuss innovation and advancements in the qualitative research practice.

3 Themes

I observed three themes in the topics being discussed both on and off stage:

1. Qualitative research is getting a seat at the table

There’s a shift happening with what type of research senior leaders are asking for. Both the agencies and the clients attending the conference talked about how qualitative research is being sought after by high level executives to inform and inspire business strategy more than even before.

The discussions suggested this shift is happening for a few reasons:

  • Senior leaders are starting to understand that quantitative research can’t answer every question. Qualitative research fills a gap that quantitative can’t and really shouldn’t try to (and vice versa).
  • Significant changes to the tools and techniques in the last decade have allowed for non-researchers (ex. senior leaders) to become more deeply engaged in qualitative research as it’s happening, seeing the power of it up close and personal.
  • Some significant case studies and powerful anecdotes are being tossed around the business world in recent years – others want in on this emerging technique that has shown dramatic potential.

In general, there was a buzz of excitement about being on the cusp of a major uptake of qualitative research demands from strategic leadership.

2. More tools with more impact

There’s been an explosion of digital tools focused on different types and parts of qualitative research.

There are tools

  • To help recruit suitable participants better and faster than ever before
  • To help researcher in the field collect and code data quickly
  • That remove the need to have the researcher with the participant to collect data
  • That make MROCs (Market Research Online Communities) feel more like social networks so as to get better engagement from participants
  • To help moderate group or single interviews remotely
  • To help you mine your existing database of reports to collect new insights

3. Research must go beyond data collection

There was a call to the industry to go beyond being order fillers of research – to innovate on the way we work. Clients dared agencies to challenge research briefs when there was clearly a better way to tackle the problem being described. Agencies dared clients to let the researchers into the post-research process of applying the results and consulting through the entire lifecycle of a product or service. There was a request for everyone having touchpoint with research to be more critical thinkers about what, why, and how we conduct research.

Fortunately, Topp is already answering this call! Since bringing Research to Topp, a guiding principle has been to ensure it’s integrated into the design process. Topp is a design agency that conducts research, not a research agency that does design. So any research we conduct has to have a clear path to impact the solution we design. There were a few tips and tricks I learned that I will be applying in the near future to ensure not only Topp designers, but also the clients we work with become more engaged with the research.

About the Author

 Jen Ignacz leads Topp’s User Experience research practice. She studied Mathematics and Psychology and discovered her love of qualitative Design Research because of a university internship program. Originally from Canada, she relocated to Sweden in 2011 for a job opportunity. Her favourite part of being a researcher is contributing to the definition and creation of meaningful products and services that people really want and need. If you want to discuss the impact of UX research in the design process, contact her at jen@topp.se

References:

ESOMAR Global Market Research 2012: https://rwconnect.esomar.org/a-world-of-difference-esomar-global-market-research-2012/

http://www.greenbookblog.org/2014/06/03/focusvision-revelation-why-its-a-new-day-for-qualitative-research/

www.qual360.com

Understanding Consumer Psychology for Better Insights: Workshop Video

L&E recently hosted the workshop “Seeing the Forest for the Trees: Understanding Consumer Psychology for Better Insights” led by Jason Rogers. Jason is Product Expert and Lead Trainer for Noldus, the leading expert in observational behavior in both laboratory and natural settings.

Consumer Psychology – or understanding how and why consumers behave the way they do – is the foundation of Marketing Research. In the workshop, Jason discussed the evolution of Consumer Psychology and how an integrated understanding of consumer thinking, feeling, and behaving can improve the insights you get from Marketing Research.

The video of the workshop is now available!

By reviewing the big picture of consumer behavior, you will be able to:

  • Refocus the way you frame the research problems you are working on
  • Improve the way you structure questions in qualitative and quantitative research
  • Take into account how the brain works to make decisions to improve research design

Come see the Forest! Watch the video of the workshop today!

About Jason Rogers

Jason received his doctorate in Psychology from the University of Utah. After a fellowship at MUSC in Charleston, SC, Jason joined Noldus in 2008. Jason also spent time with Nielsen Neurofocus and Brandtrust before returning to Noldus in 2013 as Product Expert and Lead Trainer.

Noldus develops innovative software and hardware solutions and services for the measurement and analysis of behavior. Founded by Lucas Noldus in 1989, Noldus has emergerd as the leading expert in observational behavior in both laboratory and natural settings.

L&E Workshop Video | Growing Up Digital: Marketing to Kids in a Tech-Forward World

Call them Generation Z, iGen, or Digital Natives, today’s kids are the first generation born into the Internet-connected world. How they use technology to interact with brands, and how marketers use technology to reach them, makes them uniquely different from any previous generation. And yet, there are timeless truths associated with how kids develop, what they need, and how they learn, think and behave.

With buying power of $1.2 trillion annually, kids have a three-way impact on our economy: as influencers in family decisions, as direct purchasers, and as consumers of the future. Consider:

  • More than 65% of parents take kids’ views into consideration when they are making family purchases.
  • More than 25% of parents ask kids for advice when they are buying for themselves.
  • Kids are interacting with media more often and for longer periods of time than their predecessors.
  • Kids spend much of that time with social media that didn’t even exist a decade ago.

Getting and keeping traction with kids requires an understanding of how they think and act, and what they respond to in product development, marketing, and communications. On May 15, 2015, Megan Nerz and Rebecca Presler of MLN Research led a workshop on marketing to kids at L&E Research’s Raleigh facility. This workshop will help you:

  • Understand the similarities and differences between today’s kids and generations before them.
  • Explore key consumer insights across gender, developmental stage, age, and product category.
  • Investigate how some of today’s leading marketers are applying these insights to engage and retain these youngest consumers.

Watch the workshop video today!

About Megan Nerz

Megan Loughlin Nerz is a cofounder of MLN Research, which opened its qualitative doors in 1987. She started her career as the Director of Children’s Research at the Gene Reilly Group in 1979, but her involvement with kids and research goes back to the 1978 Federal Trade Commission hearings on the effects of TV Advertising on Children. She has an academic background in marketing and communications research and child development and extensive experience in working with kids and teens and in all types of qualitative research settings.

Megan’s approach to qualitative research with children was profiled in an article appearing in the textbook, Business Research Methods, by Donald R. Cooper and Pamela S. Schindler (McGraw Hill, Eight edition, 2003) and was featured in the 2013 book, Brick by Brick: How LEGO Rewrote the Rules of Innovation and Conquered the Global Toy Industry, (David C. Robertson and Bill Breen). Megan has authored and co-authored papers published in leading journals, and delivered speeches to numerous associations. She holds a Bachelor of Science degree in Sociology with a concentration in child psychology; and a Master of Arts degree in Applied Communications Research from the University of Hartford.

About Rebecca Presler

Rebecca Presler joined MLN Research in 2012 to plan, implement, and analyze qualitative research projects, especially those with children and teens. Rebecca cites the creative and surprising nature of research as the fuel to her qualitative fire. She is continual impressed by the depth and insights of the consumers with whom she speaks and the impact those understandings have for her clients and the business decision-making process.

Rebecca holds a Bachelor of Arts from the University of North Carolina at Greensboro and recently completed a post baccalaureate certificate program in Marketing Strategy from the Johnson Graduate School of Management at Cornell University. She has trained at RIVA Training Institute and is a member of the Qualitative Research Consultants Association (QRCA).

The Power of Qualitative Research: Part 3

In our latest eBook, Applying Qualitative Research to Marketing Challenges: Better Insight, More Success!, we explored how qualitative research addresses common marketing and business challenges, such as developing new products or better understanding your brand. For each of those challenges, we included a case study to illustrate how qualitative research provided important insights to marketers.

Because case studies can bring a fresh perspective that generates new ideas, we are happy to bring you:

  • A case study demonstrating how to use qualitative techniques to mine for new product ideas with employees.
  • And a case study illustrating a B2B sales improvement effort using in-depth interviews with decision makers.

We hope you find them useful!

EXISTING PRODUCTS TO NEW MARKETS

An international flooring manufacturer was interested in identifying new product ideas to take their business to the next level. A comprehensive program of customer research was developed. However, as it happened, all of their sales people were going to be together for a sales meeting, so as a first step, management wanted to learn what they could tell them about customer needs. The products and services identified by the salespeople would then be further evaluated in the customer research.

During the course of the meeting, the sales teams were split into several smaller groups to brainstorm new product ideas. Management identified three types of customers that had particularly high potential for the company, and developed large drawings of a “typical” facility for each of those target customers. Each group was given three fresh drawings, one for each type of customer, and asked to write their new product suggestions on the drawings. After the sessions were complete, and all groups had a chance to give input, the team generating the most ideas was given $100 gift cards. The company generated over 100 new product ideas in this process, took ten of them successfully to market, eventually generating an additional 17% of revenue annually.

KEY TAKE-AWAYS:

  • Don’t overlook employee knowledge when developing ideas for new products/services.
  • Qualitative research techniques do not have to be limited to the typical qualitative research settings. Be creative in where and how you conduct qualitative research for optimal results.

LOST SALES ANALYSIS

An international construction management company had recently purchased a regional U.S. company to gain entry into the vibrant Southeastern U.S. market. However, after the acquisition, the company was not winning as many construction contracts as it expected. Management was uncertain about the cause and what should be done to address the issue. Was the brand not known well enough? (They had changed from the local brand to their international brand upon acquisition.) Was their proposal the problem? Were they overpriced? Or did the new sales team simply not have the necessary relationships in the new market? In order to determine what issues to address, the company commissioned qualitative research in the form of in-depth interviews with decision-makers for business they had recently lost. These construction decision-makers were asked about the bidding process, where the company had missed the mark and what the winning bidder had done better. While the company had a strong brand and a global reputation, key weaknesses were:

  • Lack of important local relationships due to high turnover
  • Uninspired proposals that did not stand out from competitors
  • Inability to identify and address the clients’ hot buttons (e.g., specific construction experience, concerns about the environment, etc.)

After the results were in, the company decided to refresh their proposals to bring them into alignment with what decision-makers expected and needed from bidders. Additionally, they adjusted their sales process to rebuild relationships and trained sales staff to better identify the key issues for each project. The situation turned around quickly, and the company’s win-rate improved far beyond expectations.

KEY TAKE-AWAYS:

  • Ask the people who have the information you need. While lost customer research may not be comfortable, the information is invaluable.
  • Choose the right qualitative technique: the decision makers would likely not have been as forthcoming about how they make decisions if they had been in a focus group with their peers.

SUMMARY

Qualitative research helps businesses make better decisions about brands and new products and services. Whether you’re working with consumers, customers or employees, qualitative research gives businesses the freedom to creatively explore new ideas. From idea generation to product launch, to success tracking and additional development, qualitative research techniques can be applied to a wide array of business challenges.

The Power of Qualitative Research: Part 2

Case studies are a great way to expand our thinking about qualitative research and how it can be applied to different business decision making challenges. To follow-up our new eBook, Applying Qualitative Research to Marketing Challenges: Better Insight, More Success!, we present two additional case studies that demonstrate how qualitative research addresses common marketing and business challenges.

The first case study shows how bringing the customer into the boardroom (often through qualitative research) sets the tone for customer-focused decision making. The second case study is actually several case studies that demonstrate how usability testing can save time and money.

A TRADITION OF CUSTOMER ORIENTATION

In 2014, Amazon.com topped the 24/7 Wall Street “Customer Service Hall of Fame” list for the fifth consecutive year, an honor that is not surprising given CEO Jeff Bezos’ passion for creating excellent customer service experiences. Even when Amazon was just getting started, Bezos would bring an empty chair with him into meetings. Why? He told associates it was for “the most important person in the room – the customer.” By this example, he instilled customer orientation into the Amazon.com culture and mindset. More recently, he has said, “We’re not competitor obsessed, we’re customer obsessed. We start with what the customer needs, and we work backward.” That statement explains why the Kindle HD Fire was introduced with a “Mayday” button, which connects the user to a customer service person in less than 10 seconds, an unprecedented level of customer responsiveness. Qualitative research can reveal this level of customer need and the resulting innovation delivered a strong competitive advantage. By talking with customers about their product use experience – and challenges – Amazon is able to continually improve their already very popular Kindle e-reader.

KEY TAKE-AWAYS:

  • Understanding the customer is key to successful product and service innovation – and qualitative research can help you gain that understanding.
  • Use qualitative research to develop impactful stories about your customers so that the customer becomes “real” for employees and management.

SAVE TIME AND MONEY AND PREPARE FOR THE FUTURE

Here are some examples of usability testing that helped businesses save money, time and develop products that will be easier to modify for future enhancement:

  • In typical large E-commerce web development efforts, about 5% of features available to the customer are used 95% of the time, while some 70% of user-interface design features are never or rarely used. Based on this information, a new online homegoods retailer used qualitative research-based usability testing to identify which features were likely to be high-use, so that development could focus their efforts on those, saving money and time in development.
  • Research has shown that usability testing earlier in the development process can also save money: a change may cost 1.5 units of project resource during conceptual design, 6 units during early development, 60 units during systems testing and 100 units during post-release maintenance. The earlier qualitative research is brought to bear on the usability problem, the greater the savings in time and money. A residential appliance manufacturer proved this theory by bringing usability testing into the process during conceptual design. The firm estimated it saved $70 million and at least 8 months in development cost and time.
  • An evaluation of a large E-commerce site revealed the search engine returned a wrong or incomplete results 57% of the time. On average 46% of the site’s customers left without locating the items they wished to purchase, even though such items existed and were available on the site. An investment of $25K in qualitative research usability testing of the site could have improved performance significantly. Instead, the company spent more than $1 million in re-design and programming.

KEY TAKE-AWAYS:

  • Investing up front in qualitative research techniques for usability testing is less expensive and time consuming than fixing a product after it has already launched.
  • Usability testing reduces the risk of new product introductions.

Qualitative research has been around in one form or another for decades. Why? Because it works to help businesses make better decisions about brands and new products and services. It helps businesses better understand their customers. And it keeps the customer front-and-center in decision-making, without breaking the bank or slipping the launch date!

The Power of Qualitative Research: Part 1

In our new eBook, Applying Qualitative Research to Marketing Challenges: Better Insight, More Success!, we discuss how qualitative research can be used to address common marketing and business challenges and provide several case studies to illustrate real-world applications of qualitative research. As a follow-up to the eBook, we have identified some additional case studies that further exhibit the power of qualitative research. In this post, we will discuss two of these case studies: The first study demonstrates how qualitative research can be used to develop your brand strategy and the second study illustrates the importance of conducting qualitative research when developing concepts for new products.

SIX COMPANIES = ONE BRAND

A major U.S. homebuilder wanted to determine if the same brand strategy could serve all six divisions, or whether they needed to pursue division level brand positions. The divisions were all related to construction and community development, but were quite different in terms of their target audiences. Some divisions sold to consumers (apartment dwellers, home buyers) and some to businesses (building owners/managers and community developers). A series of in-depth interviews with key business clients and focus groups with consumers (homebuyers and apartment renters) were conducted to identify potential positions and to evaluate the positions for subsequent quantitative research. The qualitative research finding was clear: one umbrella position could serve the target audiences of all six divisions. Additionally, the qualitative research was able to eliminate some of the potential brand positions, allowing the quantitative research to be more focused and efficiently identify the optimal positioning.

KEY TAKE-AWAYS:

  • Qualitative research provides insight into your brand as it is perceived by customers. This makes qualitative research your starting point and foundation for major brand decisions.
  • Qualitative research can increase the efficiency and quality of quantitative research by delivering an understanding of how consumers talk about your product/service, as well as eliminating low performing concepts.

AVOID TARGET MARKET LIMBO

New Product consultancy Schneider Associates tells this story of Coca Cola’s C2 product launch: “For its biggest launch since Diet Coke, Coca-Cola identified a new market: 20- to 40-year-old men who liked the taste of Coke (but not its calories and carbs) and liked the no-calorie aspect of Diet Coke (but not its taste or feminine image). C2, which had half the calories and carbs and all the taste of original Coke, was introduced in 2004 with a $50 million advertising campaign. However, C2’s benefits weren’t distinctive enough. Men rejected the hybrid drink; they wanted full flavor with no calories or carbs, not half the calories and carbs. Moreover, the low-carb trend turned out to be short-lived. (Positioning a product to leverage a fad is a common mistake.)” Even though Coca Cola had conducted plenty of marketing research on the new product, they failed to ask the right questions. Qualitative research might have been more effective at getting underneath men’s lukewarm reception of the product. The good news? Apparently Coca Cola learned from their mistake and launched Coke Zero, a full flavor, zero-calorie product that can be found in stores—and men’s hands—today.

KEY TAKE-AWAYS:

  • Even the most successful companies can benefit from a little qualitative marketing research!
  • Qualitative research could have identified the flaws in this concept earlier, allowing the company to change the product and avoid an embarrassing failure.

Saving Money on Focus Groups

Some marketers seem to think that the best reasons for conducting focus groups is that they are fast and cheap. So, is it any wonder that they have sticker shock when they learn how much their project will cost and how long it will take to do it right? Those types of misconceptions can lead to marketers not conducting marketing research at all, which ironically, can have a much bigger cost in terms of poor decisions or lost opportunities. Whether these perceptions are correct or not, marketing researchers still have to address them and find ways to save money when conducting focus groups.

In the next piece in our Getting the Most Out of Qualitative Research series, 10 Tips for Saving Money on Focus Groups, we’ll explore 10 proven ways to help you better manage your focus group budget while ensuring that you still uncover the insights you need from your research.

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