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Archive for the ‘Consumer Research’ CategoryNext Entries »Less choice pleaseFriday, February 27th, 2009
Some people believe the bigger the choice the better, but Matthew Harrison is not one of them. Rather than face a baffling number of slight variations on a theme, Matt argues that less is more when it comes to offering a varied product range to meet customer needs. I remember fondly our first day of business at B2B International USA. The calls to potential customers, the unveiling of our new marketing materials, the half-hourly calls from a confused Costa Rican wondering why his Dad wouldn’t answer our fax machine… everywhere around me the seeds of new business were being sown and I could sense the optimism and determination in the air. This was a special day. Even on special days, however, I am getting seriously hungry by 11.45 and with this in mind I ventured down to the cafeteria shared by our company and others on the business park. I could see immediately that this place was determined to meet the needs of diners of every persuasion, profession, shape and size. A svelte lady in her 40s was making her way to the cashier with a Greek Salad. Her friend was staring expectantly at his rather larger salad, which was to accompany a hunk of lasagne. And a gentleman whose blue overalls stretched over his significant girth was tucking into the second of three – I repeat three – plates of fries. I salivated at the choice on offer, and made my way over to the counter with a timeless wooden tray. As I arrived at the sandwich station I started to sense that something wasn’t right. It wasn’t the environment, which was sparkling clean. It wasn’t my fellow diners, who were lined up obediently waiting for their orders to be taken. And, whilst I was slightly taken aback by Blue Overall Man, who was now smothering mustard AND ketchup on his third plate of fries, even that wasn’t enough to distract me. (I did, after all, once see a friend devour eight donuts in one sitting for a bet.) No, what was making me uneasy, I realised, was the choice. In front of me was a board listing 25 different fillings, ranging from ‘Club’ to ‘Greek’ to ‘Ham and cheese’ to (inexplicably) ‘Pinocchio’. Next to that was another board listing 8 different types of bread and wrap. I then had to contend with a list of 6 sauces and another list of 6 types of cheese. And finally, I had to decide whether I wanted my still hypothetical sandwich/wrap hot or cold, with or without salad, and – the final conundrum – with or without a pickle! I took a step back and surveyed this scene, taking time to calculate that I had 9,600 choices of sandwich! 9,600! A one in 9,600 chance that I would choose the right sandwich! I had more chance of winning the Lottery Scratchcard jackpot! In fact, my chances of success would probably have been improved if the chef had thrown me head-first and open-mouthed into a barrel of bread and sandwich fillings, and given me 5 minutes’ chewing time. It struck me as I pondered this daft lunchtime brain-teaser that the chef in this restaurant was doing exactly the opposite to what he set out to do. I am sure that he thought (and no doubt still thinks) that he was being considerate in offering his customers an almost infinite choice of lunches – a range of perfectly bespoke products, each aimed at a segment of one person, and therefore, by definition, the product range that perfectly meets customer needs. I disagree, and this is why: You see, I am a market researcher, not a sandwich expert. Lunchtime should detract from the stresses of designing questionnaires and reports, not add to them. When my clients need a questionnaire, I will certainly take their requirements into account, but it is my professional duty to guide them in their choices, rather than baffle them with an infinite list of survey questions. Similarly when I buy a sandwich I want the chef to do much of the work for me. I want him to have used his culinary expertise to decide which sauces go with which fillings and which bread. I want him to use his understanding of customer needs in order to provide me with a finite number of choices (a maximum of 20, and probably nearer 10), from which I, as a non-sandwich-expert, can make an informed decision. In failing to do this, the chef who thinks he is empowering me is in fact abdicating his professional responsibility, and disempowering me by making it impossible for me to make a meaningful choice. 2009 Key Challenges part 2 of 2Thursday, February 26th, 2009
We conclude yesterday’s article on the two key challenges facing marketers in 2009 by discussing some short-term marketing solutions which will address current needs yet still contribute to long-term brand equity. In the current climate it is understandable that marketers are scrabbling for short-term solutions to compensate for wider financial constraints, but aggressive pricing and slashed marketing budgets may not be the long-term answer. Cutting prices, for example, may make your offering more affordable and available to the masses, but will it necessarily mean greater profits? Even if you are still covering your costs, are you ultimately damaging your brand image? Are you becoming known as a ‘cheap’ provider in more ways than one – that is to say will your hard earned brand reputation become tarnished as you become known for being a cut-price provider? Worse than that is the scenario where people become so confused by conflicting messages that they don’t really understand what kind of provider you are at all, and so steer clear altogether. Some degree of discounting may be inevitable in the current climate – especially if that’s what all your competitors are doing. But cost-cutting should certainly not be done in isolation, or without due consideration. Other tactics to consider may include measures to encourage customer loyalty, improve customer service, or add value to your brand in some other way. For example, a slightly revised product addition to your portfolio may meet the needs of those looking for a cheaper solution from you. Alternatively, you may wish to target new markets not all will be affected by the recession to the same degree. Equally, you might wish to concentrate more on relationship marketing in an effort to retain existing customers by increasing their satisfaction and their loyalty. All of these actions have the potential to continue to be profitable for you long after the economy turns around and, importantly, they can all add value in a way that remains consistent with your brand. In summary, do not compromise your brand position and brand values. Make sure your marketing goals are clear and that every action is taken with your overall brand strategy in mind. 2009 Key Challenges part 1 of 2Wednesday, February 25th, 2009
Two key challenges are facing marketers this year, according to an article in Marketing News: how to restore consumer confidence and how to find short-term marketing solutions which continue to meet long-term brand strategies. Confidence Confidence has been knocked, and right now customers are demonstrating changing needs and new buying patterns. Careful customer research, consistent messaging, and strategic – yet empathetic and understanding – tactics will all help to re-establish and rebuild confidence in brands and in the wider economy as a whole. According to the article: “Market research often lands on the chopping board when marketers are pressured to cut their budgets, but now more than ever, it’s pivotal for marketers to figure out just who it is they’re marketing to.” Targeting and segmentation analyses should move to the fore. Equally, customer satisfaction studies can help to pinpoint your purchasers’ concerns and changing needs – and, of course, identify ways in which you can meet them. More so than ever, it’s important for clients to be satisfied with your service, and be confident in their relationship with you and with your brand. Another important way of restoring confidence is to continue to communicate with your clients. Visible and consistent messages demonstrate a strong, dependable brand. Brands that go dark make people instinctively ask questions. In short, consistent messaging – especially that which empathizes with your audience and addresses their concerns head-on – can make an impression today that will last way beyond the current recession. Part 2 of this article, tackling short-term solutions for long-term strategies, will be featured tomorrow. Topsoil Rises to the TopWednesday, January 21st, 2009  A new survey by market research specialists B2B International examines the soil industry and finds a highly respected supplier amidst a slowing market in the construction sector. Soil, like water, is the source of all life on our planet. Soil affects each of us in our everyday lives from the food we eat to our leisure pursuits and the foundations our houses and roads are built upon to the gardens we enjoy. TOPSOIL products (Landscape 20 and Sports 10) are developed from the soil that adheres to the sugar beet delivered to British Sugar’s factories and as such comes from the best agricultural soils in the country. The fundamental core of TOPSOIL’s business is one of sustainability and this was found to be a key differentiator against the competition. The market research was carried out in the final quarter of 2008 and involved speaking to key purchasers of soil including merchants, housing developers, sports pitch contractors and landscapers. The survey showed that the market is a nervous one, with the building trade experiencing a large downturn spurred by the current economic situation. In a market squeezed by rising prices and where logistical problems are endless, coordinating deliveries that arrive on-site and on-time, opportunities for not delivering against customer needs are endless. However, in this highly demanding marketplace, Topsoil delivered near perfect overall satisfaction scores of 8.8 out of 10. The reason for this excellent score is not only due to the delivery and security of supply but also down to the fact that they deliver an excellent quality and consistency of soil (certification to British Standards) while providing a professional, supportive and personal service. In what is a highly fragmented marketplace, Topsoil is seen as a leading supplier. In just a short space of time, Topsoil has risen from a new company upstart to be one of the key suppliers of topsoil in the UK. B2B International Managing Director, Nick Hague, who was in charge of the research was impressed with the brand infiltration and satisfaction levels of the marketplace. “Topsoil, the brand, is carving a nice niche for itself within this market backed by the trust and value that the British Sugar brand delivers. However I believe it is the fact that they offer a sustainable product at such a high quality that will drive future growth for this company”. For more information on Topsoil visit Topsoil Sustainability is here to stayThursday, December 18th, 2008
Being green is growing in importance, and it’s an issue companies should ignore at their peril. According to new research commissioned by Yahoo, more than three in four consumers (77%) define themselves as "green". 57% claim to have made a green purchase decision within the past six months. At present, green consumers are most likely to make sustainability a factor when buying cleaning and personal care products. Yet impact on the environment is expected to grow in importance for larger purchase decisions, with 71% of respondents stating an interest in buying an environmentally sound car in the future. Yahoo’s survey was conducted face-to-face with 1,500 18-to-54-year-olds in Los Angeles, Chicago and Portland, Oregon. Respondents taking part in this study were initially recruited online. Next Entries » |
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