Good news this month for many of our clients! According to a new report, Trends in Industrial Marketing 2010: How Manufacturers are Marketing Today – incidentally published by one of our clients, GlobalSpec – 70% of sales and marketing professionals in the industrial sector expect their companies to increase sales this year, compared with a mere 16% in 2009. However, the online survey of 464 respondents found that only 31% had an increased marketing budget.

For 42% of sales and marketing professionals questioned, customer acquisition is their primary goal this year. One-third is focusing on lead generation and 13% specified branding as their main aim.

More than two-thirds (68%) plan to increase spending on social media. The same percentage intends to increase their spend on online video this year. Conversely, a quarter plans to decrease spend on trade magazine advertising and 24% will decrease use of printed directories.

 
As first published in the latest issue of BIG Times, the Business Intelligence Group’s regular newsletter, B2B International’s Caroline Harrison, currently based in our New York office, examines the market research industry in America over the course of the recession:

Hot on the heels of the successful opening of its Beijing office in 2006, B2B International took the decision to expand its operations into a further new continent – North America – and its New York office opened in early summer 2008. Not three months later and we had the meltdown on Wall Street, triggering one of the deepest and harshest global recessions in living memory.

One question it might be appropriate to ask in these circumstances is whether we would have done things differently, had we known what was just around the corner? While I’m sure we would have thought long and hard before making the decision, in truth we probably would have gone ahead as planned.

Why is that? It’s because, as many of you will already know, the market research industry has consistently proven itself to be fairly resilient in times of adversity. Perhaps saying market research is “recession-proof” would be going a bit far, but the industry is certainly able to withstand a degree of external pressure.

Conducting market research is, of course, a means of reducing risk in business decision making, and when do companies most need to play it safe? When times are tough. When things are going swimmingly, you can perhaps afford to take the odd chance and risk making the occasional mistake. When the economy is in freefall, there can be no margin for error.

We have to acknowledge that 2009 was a challenging year for many. Budgets in most industries were cut and – while we can argue all day about the logic behind it – market research spend, like expenditure in many other business areas, was reined in for some. Similarly, a number of our clients were forced to delay projects due to the economic uncertainty.

Yet, overall, levels of enquiries and commissions have not altered significantly over the past 18 months. What we did, however, notice during the height of the recession was a change in the type of research we were being asked to conduct. The more ‘aggressive’ market entry and market assessment studies commissioned by companies looking to expand into new markets and find new customers were replaced by more ‘defensive’ projects such as customer satisfaction. It has clearly been more important than ever to protect what business you do have and look after your existing customers to ensure they don’t defect. In recent weeks and months, as increasingly we see optimism re-emerge in North America – as indeed globally – clients are gradually feeling emboldened. As their business strategies become more ‘adventurous’, so too are the types of research they require.

Perhaps a little surprising to us in America has been the high number of clients commissioning product development studies during the recession. However, most of these have not been of the all-out ambitious new product development variety; rather, they have tended to focus more around improvements to existing products or extensions to an existing product range. While we cannot determine precisely the reason for this trend, we believe it has been a measured response to a real or perceived increased threat by competitors’ products and/or decreased market share. Product improvements are a means of establishing differentiation at the same time as demonstrating innovativeness and reinforcing a commitment to better serving clients’ needs. At a time when the economic environment is forcing many competitors to lie low, product development has the added advantage of giving you something to shout about.

The intensifying of the recession also appeared to curb the movement we had been witnessing towards environmentally-friendly products and services. Many of the first market research projects we conducted upon arriving in the United States in 2008 assessed the potential for introducing ‘green’ extensions to existing product lines or launching an already-successful North American energy-saving product in other global markets. This type of project request became noticeably less common throughout 2009 but early indications in 2010 – across all our offices, not just in the U.S., it must be noted – lead us to believe that environmental issues will once again rise to the fore.

A more general observation that can be made about the U.S.A. has been the optimism throughout the hard times. Perhaps being a pessimist Brit and used to constant negative media coverage about the doom and gloom we’re all facing, being in America has, at times, been like a breath of fresh air. In spite of rocketing rates of unemployment (up from 6% in September 2008 to 9.7% at the time of writing), record mortgage foreclosures, horrendous stock-market declines and trillion-dollar Government bailout packages, what has been noticeable has been the positive messages portrayed in the media. People haven’t denied the economic problems but have been very much of the opinion that “things will get better”, “together we’ll pull through” and “America will rule the world once more.” And there I was thinking the British were supposed to be full of Dunkirk spirit!

In part, I think the presidential election of November 2008, which coincided with the start of tough times, generated a lot of positivity. President Barack Obama’s “Change we can believe in” slogan was a beacon for many. His election was seen as a chance for America to change for the better. Eighteen months on and the general public may not be quite so enamoured with what’s being achieved on the political agenda, but negativity has not taken over. Indeed, as we begin to see signs of improvements here on this side of the Atlantic, we are thankful that things have not been worse.

I will conclude by referring to an observation made to me earlier this week by a British colleague, also based here in New York: “Americans are more confident, more willing to take a risk and therefore more likely to succeed”. That, in a nutshell, sums things up nicely.

Back in February 2008, B2B International Director Nick Hague contributed an article – Differentiation Through Being Green – to our Thursday Night Insight series. 

In it, he discussed how business-to-business companies may be able to set themselves apart from the competition by enhancing their green credentials and by being seen to care more for the environment.  However, Nick warned that this approach should not be adopted for purely financially-motivated reasons; being environmentally-friendly and promoting sustainability have become hugely important issues in this day and age, and they should not be taken lightly.

In a similar vein, the following article – taken from the August 2008 MediaBrains newsletter – looks at how the b-to-b sector can benefit from greater social responsibility as a whole – as long as it’s done in the right way, for the right reasons:

Corporate philanthropy: Does it make sense for B-to-B?

With leadership comes responsibility. Countless companies use that phrase in their corporate messaging in explaining why they donate to charitable causes.

Corporate giving, also known as social responsibility, corporate philanthropy or corporate citizenship is commonly described as aligning a company’s activities with the social, economic and environmental expectations of its stakeholders. Real-life examples include Dell Computer’s Plant a Tree for Me campaign.  As part of the online ordering process, consumers can check a box and Dell will make a donation to plant a tree in their name. In the BtoB sector, Applied Materials, a manufacturer of semiconductor chips, has donated millions in disaster relief efforts for Hurricane Katrina, the earthquake in South Asia and the tsunami in India.

Corporations make contributions for a variety of reasons: in an attempt to impact society; to seek public acceptance and applause; to increase their name recognition among consumers; to develop a better public image; to achieve greater consumer loyalty; and to improve community relations. Not to mention the tax benefits.

A study shows that corporate philanthropy even results in better profitability. Companies that give more to charity are more profitable, according to a study published in the Wall Street Journal by Dover Management, who operates a mutual fund that invests in corporations committed to charitable giving. The survey says that companies with a solid link between giving and operating earnings outperformed the Standard & Poor’s 500 index by 3.5 percentage points over five years.

OK. So philanthropy can be a bit self-serving. After all, it does offer some tangible and tempting benefits i.e. more profits and better branding. Philanthropy has a huge impact on branding," says Kendall Webb, CEO and founder of JustGive.org, a non-profit charity portal for businesses and individuals. "I don’t think companies give for that specific reason only, but the payoff is there. Consumers are looking for more meaning in the products they’re buying and they really buy into an idea like corporate giving."

Hold on. There’s a key word in that statement: consumers. Does the same hold true for BtoB buyers? Are a BtoB’s clients influenced by a record of corporate giving? No research that we know of has been done to support or negate that question, but it has been proven that in general, people (including BtoB buyers) do business with people and companies they like. And contributing to a worthy cause certainly ups a business’s likeability quotient.

Complementing advertising and public relations efforts, philanthropy is undoubtedly a great way to create a positive corporate image. Doing good is apparently good for you.

But beware: Savvy BtoB Buyers will see through poorly veiled attempts at charity just for the PR value. Your efforts will be viewed as nothing more than superficial window-dressing. Rather, if you’re going to do philanthropy, do it for the right reasons: because, similar to the rush that individuals get from volunteering, corporate philanthropy feels good and it’s the right thing to do. Focus on a good cause that makes sense for your organization. And operate with a perspective broader and longer than your own immediate, short-term profits. After all, with leadership really does come responsibility. You’ll have the greatest impact on society that way – and your customers will take notice.

Also, make sure corporate giving is a proactive, rather than a reactive, activity. Corporations who proactively seek social issues to support are viewed as acting in a philanthropic manner. Those who react to negative publicity are seen as trying to cover up, or correct an error.

Another key to success: make philanthropy a planned part of the company’s budget. That way, you’ve allowed for the expense far in advance and have a continuous charitable fund available.

In summary: Give charitably the right way, and everyone wins.

MediaBrains philanthropy

During the month of August, MediaBrains is donating 5% of all proceeds to help needy children buy school supplies.

In his latest Thursday Night Insight blog feature, Alaric Fairbanks talks about the ways in which business-to-business market research agencies can prove their credentials for even the most highly specific and niche market research requests.

In our Asian operations, perhaps unsurprisingly given the rapidly industrialising nature of the major markets here and the strength of manufacturing, the bulk of work and enquiries are in the field of industrial research. Put more crudely, this involves “investigating an aspect of a market for something used to producing something else”.

Broadly speaking, this can be divided into three areas:

• Raw materials
• Components
• Equipment and machinery

Obviously this can cover a huge range of industries and products, which can cause problems for buyers of market research in these industries. Understandably, the research buyer would like to be reassured that the external agency chosen has experience in the market in question, as well as in the relevant geographical areas and with appropriate methodologies. This is relatively straightforward with broad industry categories, for example pharmaceuticals. Things get more complex, however, when the buyer would like to be reassured of experience within their particular niche. To take the pharmaceuticals example further, the next question, may be: “how about biopharm?”

Again, outlining experience in this area may be no problem for most specialist b2b agencies, but what if this is followed by; “have you covered chromatography products for the purification of monoclonal antibodies in China?” Even the most experienced agency will find it difficult to claim direct experience in such a highly specialised field; indeed, it is unlikely that the buyer will find any agency that has conducted exactly this research before.

So, what should a buyer be looking for in selecting an external agency for this project and what can the agency do to facilitate this decision? The general characteristics of industrial and manufacturing markets, together with their implications, should give us some indication of the type of experience a buyer should be looking for.

The customer numbers, and thus the number of potential respondents, will be much smaller than in consumer markets. This is especially true of highly specialised markets. For the research buyer, the key issue here will be the ability of the agency to recruit respondents from a very limited sample pool.

There are likely to be multiple and contradictory members of the decision making unit, all of whom will have an impact on the decision and whose views will be of importance to the research buyer. The first issue here is identifying the key decision makers – often from roles as diverse as production, maintenance, purchasing, etc – and their roles in the process. These people are by no means easy to reach, and an agency should be able to demonstrate a track record of identifying and reaching these types of respondents.

Many aspects of the information required to reach meaningful conclusions will be of an extremely technical nature and, as we have seen, it will be very difficult for an agency to build up a high level of technical knowledge across a wide range of highly specialised industries. From the agency side, a general understanding, coupled with the ability to listen to and apply the knowledge of the buyer should be a prerequisite. This can be demonstrated by examples of working in other highly specialised areas in related industries. We would suggest that although specific technical expertise is highly unlikely, an industrial background and a certain amount of maturity are essential.

Most industries have their own technical language and vocabulary that will need to be used in any specific research project. This means that at the design stage, especially for discussion guides and questionnaires, this has to be right, as a difference in phraseology could lead to different results. Care must be taken to ensure that this is correct.

Checking and verifying the information obtained at an early stage is particularly important in this type of research. This goes beyond standard research practice of checking that the questionnaire is “working” to “is this information technically possible?” This means that there will have to be especially close liaison between client-side technical staff and the agency in the early stages. Similarly, the agency should be able to demonstrate experience of this way of working. In the analysis stages it will be important that the implications of the answers to detailed specific questions are understood by the agency in interpreting the data obtained.

In summary, whilst industrial research is an incredibly wide field, it is almost impossible to have expert knowledge of the most technical and specific markets, the high level commonalities of industrial markets require a common skill set, and choosing an agency that demonstrates a history of working on this broad type of subject, together with some relevant industry knowledge, should be the first point of contact for the potential industrial market research buyer.

More information about what makes industrial market research unique can be found our White Paper, B2B Marketing.