CEOs Speak: Mike Gettle @TNS, David Krajick @GfK, Marc Litvinoff @ORC, Mary Ann Packo @Millward Brown #AMAresearch #MRX
Welcome to this series of live blogs from the American Marketing Association’s Research & Strategy Summit in Las Vegas. Any errors, omissions, or silly side comments are my own. (I won’t necessarily who says what in this post. Just mentioning main ideas.)
CEO Panel Discussion:
- Facilitator: Rene De Coning, Global Strategic Insight Manager,BP Americas
- Mike Gettle, CFO & COO, TNS
- David Krajicek, Ph.D., CEO, GfK Consumer Experiences North America
- Marc Litvinoff, President and CEO, ORC International
- Mary Ann Packo, CEO, Millward Brown North America
How do you handle tension and pressures of quality
- Tackle tools, technology, and talent. Invest in these three areas. Set up relationships so you know what and when is needed. Often don’t have time to go into detail so invest in relationship so short-hand conversations are possible.
- Clients don’t care about supplier profitability. We can get cheaper and faster but we have to invest in technology and team to get there.
- Upfront time to understand why the research is being conducted is the most important thing. Find solution targeted for that. [darn tootin!] Trade off for speed isn’t worth it in the end.
- Move from data gatherer to insight hunter. It may not come from a survey.
- You can invest in things and make them less expensive over time. Investing in people is not inexpensive. If you skimp on people, everyone suffers.
- Why is procurement involved in the research process? Decision can not and should not be made purely on cost.
- “Do you want fries with that” has nothing to do with research. It needs to be “tell us about the food you’re interested in.”
- By keeping things secret, we grope in the dark looking for the right solution. The more open you are about what you want, the more likely you are to get what you want. Don’t keep ‘proprietary secrets’ when talking to your research team.
How do we make that upfront dialogue better and shorter?
- “Central Question” – a format of identifying the main question. e.g., change the product colour to blue. What do you think the question is? Who is the stakeholder? What are barriers? What would success look like? [My fave question – what would success look like]
- We don’t want competitors to hear our competitive advantage at group procurement sessions. Why should I teach my competitor what they don’t know how to do? Invest in an hour dialogue with me and I’ll do a better job at giving you what you need.
- It always comes down to billable time. A 4 hour prep session is billable time. If you can’t tell us ahead of time what you need, we’ll just have to bill it somewhere. We want to invest the time wisely.
How do we adapt to the changes that clients require?
- Industry is under dramatic transportation and we are not evolving with the times. Clients want things faster than ever and now they CAN get it faster, sexier. They also want more consultation and advice and strategy than ever before. How do you service around these new factors? Is every company a McKinnsey company?
- Mix of talent and staffing is changing to reflect this. One person can’t do it all.
Let’s talk big data.
- Forget big data. Let’s talk the RIGHT data. They are moving to get technology to better handle big data but it still comes down to answering questions properly.
- Difficult to grasp [I still don’t know why big data is a big deal. Researchers have been dealing with it since transactional data was born.]
- At some point, you must stop analyzing and start making decisions.
- How many clients think about their own resevoir of information as their own big dataset? Do you really need another study or can you just go to your resevoir?
- What’s the pattern in the data that relates to the question you didn’t ask?
Anybody is a researcher today
- Should we be scared of google and surveymonkey? Do you just need tools or do you need experts. Do you want to live in the house I built because I own a hammer and a saw? You must rely on others when they have expertise that you don’t.
- All data is not good data.
What keeps you up at night? What are you excited about?
- The great thing is the pressure of speed, real opportunity to deliver value. The problem is how to balance tech, talent, tools.
- Biggest challenge is finding and retaining the best talent.
- Ability to connect learnings is accelerating. We approach each type of research as if the other types of research don’t exist and don’t related to each other. That is changing.
How should we vet research firms?
- Set the context of business issues, what are your challenges, what keeps you awake at night? What tools/tech/talent do you have to help me? Do they have the talent to respond to your issues?
- What is your experience solving this business issue? Don’t assume because you knew us 5 years ago is what we will do for you today, we change over time.
- Just because you don’t collect it doesn’t mean it’s not important data.
- Which half of my digital marketing is working: David Rogers #AMAresearch #MRX (lovestats.wordpress.com)
- Media Consumption from the 2012 London Olympics: Wurtzel from NBC, and Fulgoni from comScore #AMAresearch #MRX (lovestats.wordpress.com)
- In defense of research participants #MRX (lovestats.wordpress.com)
Live blogs by @LoveStats! This is a session summary from The
Market Research Event by IIR in Orlando, Florida, November 2011. It was posted mere minutes after completion of the talk. Any inaccuracies are my own. Any humorous side remarks are also my own. Feel free to leave comments and critiques.
8:00 – A Better Way to Use Segmentation for Strategic Product
Planning & to Drive Innovation
Debra Kassarjian, Director, Customer Experience, YUM Brands
John Essegian, EVP Client Service, TNS
- Wanted to develop a new menu architecture. It was time for an update. Where were the innovation opportunities.
HARNESS THE POWER! [Buzzword bingo 🙂 ]
- Need to get the information and how to activate it
- Great segmentation integrates brand, consumer,competitive landscape to identify gaps; holistic; living document
- It is NOT target user groups in isolation; a tracker with brand ratings; put it on the shelf
- Most common downfalls – only identified segments, not linked to opportunities, not at product level; can’t communicate them, lack of organizational structure to bring to life
- 2001 – no innovation, test market was 50/50 successful, no up-front insights, too much spent on product testing
- Needed more comprehensive approach to developing new products; melting cheese on everything doesn’t cut it 🙂 [although that does work for me]
- Started with 2 hours indepth interviews and projective techniques, make people talk about QSR in a way they never have [now @Zebrabites is listening]
- Take qual work into quant work
- Used cluster analysis, factor analysis, no magic there [shocking, most people like to think their analysis is unique when it really isn’t 🙂 ]
- Thought they had “big” covered but they didn’t; restructured so they had a pillar focusing on this area; they had focused on flavours not world of big and meaty and humungous
- They went barhopping and restaurant visiting with menand their friends
- Developed 4 to 5 years of pipeline out of this one area
- Why go to Taco Bell? Sit and stay, waiting for paycheck, on the go, only the best meat, hungry man, fresh and tasty; these create a lot of profile information – demographics, visit motivators
- Plotted 56 of their menu items to see role and where there are gaps
- “Live life large” Big fun, big events, big food
- Led to Triple Steak, 5 buck box, L chalupa, volcano menu, fully loaded nachs; Their ads focus on how huge the food is.
- [I think everyone wants Taco Bell for lunch after seeing a series of ads focusing on “Big”]
- They realized they didn’t move fast enough on some of stages – snackwrap, quality. They still need to do beverages, breakfasts, hispanic needs
- Success rate in 2010 was 80%, consumer based ideas, 90% success at height of program [Now THAT is increased ROI!]
- Then she moved to Pizza Hut where the situation was the same. 50% success rate at beginning and they had to start all over
- No way? Way! The LoveStats Book! #MRX (lovestats.wordpress.com)
- Statistics Poetry by Geeks and Nerds #MRX #Statistics (lovestats.wordpress.com)
This is a live blog posting from the Esomar 3D conference in Miami. Written, summarized, and posted just minutes after the speaker has finished. Any inaccuracies are my own. Any humorous side-notes are mine as well.
- Women do more social, email, and shopping online than men but social is half of all online time, particularly in latin america. includes text messaging and pictures.
- [Why do market researchers use chart junk? we know better right?]
- Women make 85% of all brand decisions [Yikes! Did you know that?]
- Connectonomics = needs, channels, receptivity [Have we just discovered the next buzzword? I think we’ll have lots of choose from after today! ]
- Quant + focus groups + phone interviews of thousands of women [How’s that for multi-mode! jealous?]
- Women want repair and healing, mutual sharing, release and escape, improve myself, affectionate closeness, care of self. [um… where’s chocolate?]
- Women have complex online lives. They’re posting comments, social networking, emailing, reviewing sites, blogging, and more. [I’m guessing men don’t do these things or it’s not complex. Poor men.]
- Women are taking what they find online and sharing it IRL [That means In Real Life as in “IRL, Annie is much taller than I thought]
- Women are connecting online 3 hours more per month than men. Women want personal growth with their online communications. Women use multiple channels to connect and share.
- Digital CMO Series: Tony Marlow, Yahoo! and Brian Cooper, TNS (compete.com)
- 9 Tips for Building a Great Twitter Hashtag (lovestats.wordpress.com)
- Ethical Framework for SMR, Panel #SoMeMR #MRX #li (lovestats.wordpress.com)
- Finn Raben: Privacy and Ethics Panel #MRIA2011 (lovestats.wordpress.com)