Insights Association Paradigm Shift: James Lachno and Nicholas Boles, Edelman; Hilary Borndahl, Kantar, and Nick Necsulescu, World Vision Canada; Ian Ash, Dig Insights Inc.
My notes. Any errors are my own. Make sure to read Ian’s at the bottom, nicely insightful.
Why Digital Data is the Fuel you Need to Make Fire Content, By James Lachno and Nicholas Boles, Edelman
74% of people avoid advertising.
Relatability is twice as important as popularity.
Audiences are now in control [i use multiple ad blockers, VPNs, and privacy browsers]
We need to always be relevant and valuable. We need channel agnostic stories. We need to be creative at the core.
The Story Planning Cycle
Identify your three or four key audiences. “Beats” as you might call them in journalism. Create a brief for each audience. What do people search for when they’re part of one of these audiences. What are the search and news trends on a seasonal level for these audiences. Conduct a collaborative content plan to be focused on the needs that are relevant to each audience. Build content, and decide on who, what, when, where to publish. Measure when people actually search for the various types of content to identify earned, organic engagement.
Going Viral Using Real Time Data
Need to recognize when a real time event could become a viral sensation that is in line with the business. E.g., #DartGuy smoking cessation.
- Bake data mining in your strategic processes.
- Collaboration is King
- Bring clients on the journey with you
- Speed is better than perfection [oh, remember the last speaker said that too!]
- Don’t self censor
Unlocking ROI Through Advancements in Analytics, By Hilary Borndahl, Kantar, and Nick Necsulescu, World Vision Canada
Started the presentation by having audience log into menti.com: 42 57 80, a live voting website used throughout the presentation. [where I voted for “cat” about 300 times. Really nice live charts and word clouds based on our inputs. But it does draw attention away from the presentation.]
Marketers want balanced measurement but skew towards short-term tactics. Many feel they are leaving opportunity on the table.
Channel strategy and media tactics need to be tailored to address business objectives.
Drivers of ROI on TV media: Creative is huge, followed by market buy.
Niche brands are taking over the jobs that used to be done by key players.
2.3 million conversations evaluated. Ordered the data by brands, products, lifestyle, benefits, product features, and more
Brand by location was of key importance. Correspondence analysis identified opportunity gaps in the context of trends. They built a creative content strategy around these moments in time – celebration and togetherness.
Machine learning and AI need to be integrated earlier into the process. Look at data second by second to predict branding, impact, facial coding emotion.
World Vision tested 14 creatives using AI/machine learning. AI traces KPI scores over a video duration to see impact of each creative. The model shows which ads have impact, generate spikes, where the spikes occur. Included a few ads that have been previously evaluated in a traditional form. Results correlated highly with models. Awareness was the only metric that did not correlate.
Love Can Do Anything was the winning ad.
Stuck in the Middle with You, by Ian Ash, Dig Insights Inc.
“Feel free to disagree with me or be offended.” 🙂
The world used to look like this: Automated/DIY, mainstream MR, high end custom, analytics/big data, strategy consultants.
Now the middle is squeezed: automated DIY and strategy consultants are squashing out the rest.
Strategy companies are on a buying spree. Automated companies are getting all the funding – Zappi, voxpop, qualtrics, surveymonkey
Private equity is throwing money at scalable companies.
SMall companies are competitive with companies that don’t have to generate profit – they just have to have a path to profit. So the small/medium companies suffer.
More consolidation is on the way.
Expect mainstream MR to buy automated/DIY companies.
Automated DIY will compete more directly with mainstream MR.
End clients are starting to buy analytics firms – McDonalds, Visa, Unilever have all bought analytics firms.
AI is the seasoning salt of software. Everyone says they have it, most actually do not.
AI is for prediction models, determining sample sizes, codon open end responses, statistical analyses, finding insights.
Merged data creates holistic approaches. Including sales and volition perditions, segment prediction models, price elasticity models, product optimization.
Blockchain allows buyers to interact directly with individuals. Protests privacy, incentives accuracy, creates fair compensation, provides data usage and payment transparency.
How to compete.
We all need to have automated methods. Develop data science capabilities. Increase customer service. Partner with digital ad agencies. Used merged data approaches with API integrations.
Live blogging from the #CASRO tech conference in Chicago. Any errors or bad jokes are my own.
Fireside Chat with Leaders of Technology & Innovation in Market Research
Moderated by Kristin Luck, Decipher
- [comments below come from individual speakers but I’ve not specified who said what]
- possible to be innovative in emerging countries but not necessarily in first world countries
- it’s easier for larger companies to roll out innovation
- does size matter? does being smaller help?
- innovation is a moving target. everyone thinks their company is innovative.
- everyone is probably doing innovative things, everyone is doing things to push a client’s business forward, it doesn’t have to be a new product, it can be a new thought
- we don’t push ourselves far enough, we’re more test and see than simply push the boundaries
- you won’t be fired for hiring a big company but you could be for hiring a small company
- smaller agencies don’t have to justify themselves to anyone, anything, or speed. they can just do it without legacy
- there’s no danger in not doing something new, more likely to get fired for trying something new that doesn’t work
- do we need to be more accepting of trying new things and failing
- most clients don’t really want to try something new, they need to be pushed into a non question/answer format
- we should be led by “What will consumers trust us to do? will consumers think we are innovative and doing something cool? Our clients are really consumers, regular people
- we need for people to WANT to participate in research
- why isn’t research a positive touch point for the consumer
- research should be serious, challenging, and playful
- Guy at Lowes replaced his tracker with google surveys and saved 80% of his budget for experimentation. he risked and won.
- success is going from failure to failure without giving up – Churchhill
- next generation of researchers is agile and ready to risk and fail – unlike YOU
if you are not being extremely experimental right now, you’re in big trouble; if your school is building a library, you are in big trouble
- must use tech to help the clients we claim to love
- let people SHOW you what they do and need in a multimedia way, you will get a different answer from your ask and answer method
- instagram is free qual research – images of your brand, what’s around your brand, where and when your brand is used
- full service should innovate methods and collaborate with tech companies, they don’t need to build in house because they won’t do both well
- MR is about understand people, behaviour, relationships; technology is a feature not a benefit
- MR creates relationships and helps brands do something with that
- research is becoming a smaller part of the P&M, this is our own fault, we are our own worst enemy, research should be at the center of the organization, it should be the backbone of what does and doesn’t get done, we need to give clients the data they need so that we are absolutely essential
- if a big company implements a new technology and it is old in two years, it’s too prohibitive for them to turn back and try something new again
data should not be 100% or you lose your credibility
- do positive disruption – ask client four questions and see if they really did know the answers to them. need to show clients what they don’t know
- [is it really disruptive technology? or rather, why aren’t you keeping up with the times?]
- give young people the space to develop, it’s not necessarily age but surround yourself with Gen Y, give them the space to learn and build things, so that you can learn from them – reverse mentoring
- hire based on culture – can you have fun with them, is there innate passionate curiosity
- GFK or Kantar won’t put a small company out of business, it will be another small company that takes their space
- many people are still happy to keep doing what they’ve always been doing, it’s easier, predictable. you can’t just get rid of anyone over thirty. you need to educate them and show them the world is a different place. the world is more than excel and powerpoint.
- advice to move business ahead:
- don’t think about mobile as a channel or physical object, it is a physical location, it’s about the person and getting not just the person but the interaction, know how to use devices called mobile, know how to use the sensors on the devices to be closer to the brand experience
- bring more consumer context, richness into surveys, make surveys linear and nonmodular, let the crowd interpret things, upload pictures, make survey asynchronous; we use numbers and text but where are all the visuals, use them to stimulate people to think differently, make people think differently by using pictures – both for presenting results and in the research process
- do something that your gut and your heart tells you is right but your mind is completely scared of
- make people happy at their jobs, super-engaged by giving them new things to do, educate everyone, let them learn new apps, collaborate, share information
- we need to automate the data manipulation and spend our time on the data insights and then here’s what to DO with the insights – big companies should be better at this than anyone
Driving Growth at Research Companies, a Honomichl Preview: Larry Gold, Beth Rounds #CASROmanage #MRX
Welcome to this series of live blogs from the CASRO Management Conference in Chicago. All posts appear within minutes after the speaker has finished. Any errors, omissions, or silly side comments are my own.
- A copy of the Honomichl Top 50 US MR Rankings for everyone [but not till after the talk or no one would be listening 🙂 ]
- 39 years ago, MR had little recognition, little brand recognition, little cohesion of the industry
- Jack wanted to bring everyone together by creating the top 50 list, express the critical value of the industry to the advertising and marketing community
- What is the top 50? it used to be the top 25, companies did not want to reveal their secrets, their revenue. So top 25 was able to grow to top 100
- Includes rankings by US revenue, organic growth rates, international revenue, number of US employees
- This year top 50 rankings
- same players among top 10 – ipsos moved up to 3, IMS moved down to8
- New players – YouGov, StrategyOne, CMB, Link Group
- Retired players – Synovate, C&R Research, Peryam & Kroll, POS (some choose not to be a part of the list even though they would be on the list)
- Changing players – 29 higher, 9 lower, 8 same (vs 2010).
- Total revenue – 9.2 billion, increase of 5.2%, which is better than last years 2.9%
- Total growth – 1.6% in 2008, -3.7% in 2009, 4.7% in 2010, 5.1% in 2011; syndicated are less affected due to multi-year contracts
- Big growth – ABT SRBI 47%; Comscore 45%, Affinova 45%, Strategy One 40%, Communispace 27%
- Large losers – Kantar and Ipsos/Synovate at 0%, GFK USA -5%
- Revenue outside US is 56% of total revenue
- Biggest – Nielsen, Kantar, Ipsos, GFK
- Other large ones – YouGov, IMS, Market Probe, Dunnhumby, Harris Interactive
- Total US revenue from market research work
- Trad research $10.5 billion
- Advisory/report services $4.2 billion
- Federal govt $5.6 billion
- Additional $0.5 billion
- Total $20.8 billion
- 36 CEOs have graduate education, 7 PhD, 17 MBA, 10 Masters, 2 JD/APC; mostly business people not researchers
- Average age 53, ranging from 37 to 71
- 43 male, 7 female
- 38 000 FT employees (7.9% increase over 2010)
- Revenue increase of $403 million in face of weak economy; but if we eliminate the 3 companies that do most of their business with the govt, the net growth is 0.5%; There is still some weakness in the MR industry
- Qual research is often underestimated but they did their best to estimate and include it. Now they’re trying to estimate and include DIY as well.
- Don’t include data collection or panel companies, it’s only full service company or it would serve as double counting. But more and more of these companies are selling direct to end users so they may start to rank these companies separately.
- So far this year, first quarter is showing good growth but second quarter has slowed
- Talent Leadership: Adam Portner, Dan Hess, Diane Jordan, Matt Valle #CASRO #MRX (lovestats.wordpress.com)
- Strategic Execution in a Changing Environment: John Gongos, Keith Price, Troy Schrock #CASROmanage #MRX (lovestats.wordpress.com)
- Key to Successful Change: Jeanenne LaMarsh #CASRO #MRX (lovestats.wordpress.com)
- The Daily Listen Lady #MRX (lovestats.wordpress.com)