Archive for the ‘Industrial Research’ Category
Wednesday, November 21st, 2007
A new study by B2B International for Stanley Tools examines the use of certain hand tools within various trades, how tradespeople choose tools and what features they look for.
The Importance of Brand
Quality and robustness are the key requisites for tradesmen when purchasing hand tools but equally, how the tool feels when held is of equal importance – for instance, the weight for hammers, and comfort for knives and screwdrivers. Brand and perceived performance are also important drivers that impact on the purchasing decision, but this is dependent on the value of the hand tools.
When it comes to replacing old favourites, lower value tools such as saws and tape measures are replaced most frequently (every 3-6 months), whereas higher value tools such as hammers and spirit levels are only replaced every 2-3 years. For these items, brand plays a large part in the purchasing decision.
The Strength of Stanley
The Stanley brand is over 160 years old and still has a DNA that reflects its origins. Measuring and hand tools were some of the earliest products made by Stanley and they are an important feature of the company’s portfolio today. Since its formation, the Stanley brand has been synonymous with quality tools (and the ubiquitous Stanley knife), so it is no surprise to find that they are still the preferred choice for knives, tape measures and screwdrivers.
For many years, Stanley’s competitors have concentrated on specialist tools for the trade; e.g. Estwing for hammers and Stabila for spirit levels. However, with Stanley’s recent brand marketing offensive via their Fatmax range, we have seen Stanley closing the gap on tools such as saws, spirit levels and hammers.
B2B International Director Nick Hague was in charge of the research and was impressed with the brand infiltration of Stanley:
“The Stanley brand itself is a super brand – well-known to most people and positioned as a quality product. It certainly still stands for quality tools in the marketplace. Each trade has its specialist tools, yet the research shows that nearly every tradesperson has a Stanley tool in their bag. In fact, only 7 out of 516 tradesmen interviewed didn’t own any hand tools made by Stanley.�
After one and a half centuries in the marketplace, and with younger tradesmen continuing to choose Stanley tools, the brand seems to be going from strength to strength.
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Monday, September 24th, 2007
Online resources for leadership
Research into what was already available online as an aid to leaders showed millions of references to leadership but very few sites targeted specifically at leadership issues, more were linked to management. Hence, sites for SMEs gave advice on setting up businesses, strengthening entrepreneurship, and business health checks; the voluntary sector focussed on bespoke training and shared leadership; the public sector concentrated on individual development programmes and downloading publications; whilst education and knowledge were areas of interest for the corporate market, with references to business gurus and leading by peer example.
Key words and phrases used on the various sites reflected these differences. Website buzz words amongst SMEs were development, entrepreneur, business planning and advice; for corporates it was challenge, innovative, best practice and cutting edge; words such as innovative, community and good practice were common on public sector sites; and the voluntary sector used development, support, improve and understand.
The layout and aesthetics of websites also varied: conservative and professional for the private sector, plain and dull for SMEs, happy and inviting for the voluntary sector, and old fashioned and cluttered for the public sector.
Having researched what was out there online, focus groups were undertaken to gauge interest in online resources: people from corporates showed most interest in using online resources on leadership; in the public sector there was a tendency to use formal academic programmes for leadership training; the concept of leadership appears newer to the voluntary sector; SMEs are least likely to engage with leadership issues as they are more focussed on management and keeping up-to-date with regulations; students see a strong role for web resources though they expect sophisticated use of technology.
What people want from an online leadership site
Again, the various groups wanted different things. Corporates wanted interaction and information, SMEs wanted advice and updates, the public sector wanted a bit of everything, the voluntary sector wanted experience and sharing, and students needed a site to be active and interesting.
Forum respondents were asked what would make them use an online resource:
• functionality – such that the site was easy to use, site search is essential, good navigation links, personalisation
• format – must be eye-catching, good colour (red and blue), little advertising, meaningful graphics
• interactivity – technology to create two-way communication and social networking, for younger users alternative delivery sources were thought important (e-learning, online mentoring, webinars)
All this feedback collected by B2B was able to provide decision-making information for the NLA who then advised designers of the online portal so as to be able to embrace these opinions and also respond to the different requirements.
The future
The research indicated what an ‘ideal’ site should include: a home page that was generic, with easy navigation, personalised login options, search facility, tabulated index, what’s new section and student site. The site content should include news, case studies, experts and community information, provide training and development resources, and discuss work and industry related issues such as regulation.
Thoughts on the site in the future focussed on a platform portal with self-selecting sector options. Ideas include:
• more bespoke solutions tailored to the needs of specific users or sectors
• leadership linked to self development, using current thinking
• more interactivity using technology to aid learning; networking; mentoring
• a facility to manage resources appropriate to the users’ needs such as sector sites by self selection
• regularly updated site, backed up by a credible institution which addresses leadership
B2B director Carol-Ann Morgan is manager of the research. She believes that the NLA site is the only one that addresses all business/industry sectors and can also engage all levels of management from shop floor to boardroom. “This site pulls all the different elements together as one complete resource. It is easy to use, when and where the individual wants. It allows ideas, best practice, information and leadership advice to be shared for the benefit of all and it encourages individual and cross-sector networking. In fact, it does what it set out to do, ie promote distributed leadership.”
About The Northern leadership Academy - www.northernleadershipacademy.co.uk. The NLA’s interactive leadership portal has been developed to help individuals and organisations based in the North improve their leadership skills through a raft of specialist content and interactive resources. Once registered, individuals can create personal profiles and engage in peer-to-peer networking, access a comprehensive directory of leadership resources, have the opportunity to participate in e-learning courses and sign-up to highly rated personal development programmes such as ‘Windmills’ and Harvard’s ‘Manage Mentor’.
The portal hosts a series of industry-specific channels for those working in the private, public, community and voluntary sectors. Managed by industry professionals, these channels offer dedicated forums, discussion areas, audio-visual tools, event calendars and other content specific to these sectors.
In addition to the online leadership portal, NLA runs leadership course, seminars and networking events across the North. It has also established an academic think-tank that undertakes research linked to regional economic issues ad provides fellowships to students based in the North that specialises in leadership.
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Industrial Research, SMEs, Market Research, B2B News |
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Friday, September 21st, 2007
LOG ON TO LEADERSHIP
Findings from business-to-business market research specialist B2B International have helped establish an innovative online leadership resource
The Northern Leadership Academy (NLA) is a pioneering partnership between the business and management schools of the Universities of Lancaster, Leeds and Liverpool. Its overarching mission, to be achieved through more and better leadership in the region, is to boost Northern productivity, helping close the multi-billion economic gap between the North and the average for the rest of England.
One of many deliverable themes for the NLA was the development of a leadership portal. B2B International, with expertise in the academic sector, was commissioned to determine the content and functionality of this leadership portal and evaluate the final product.
Research began in October 2006, looking at what online resources were currently available and conducting focus groups with individuals of varying levels of leadership who worked in the private, public, community and voluntary sectors, and with business/MBA students. The portal was launched in spring this year with further refinement now due. B2B is currently undertaking an e-survey on the website to elicit views.
The NLA’s core objective is the promotion of distributed leadership across all sectors and industries in the North. This is based on a principle of collaborative working and shared responsibility, as opposed to focussing on the traits, behaviour and actions of a sole or single leader making key commercial and strategic decisions in isolation. The new paradigm means that the heroic, natural-born leader gives way to distributed leadership with collective responsibility. It leads to high levels of personal responsibility and performance, encourages learning by doing and innovation whilst enabling the followers to feel empowered and involved.
Varying styles of leadership
B2B’s research shows marked differences in leadership across sectors. In the corporate/ private world, leadership development was found to be central – a leader was essential to develop staff to deliver profit to shareholders. In the public sector, leaders were more compliant, managing services for the public good and busy with direction and responsibility. A leader within the SME sector was a true manager as he or she had to survive in a competitive environment and needed to control costs and gain business. A more reluctant leader emerged in the voluntary sector, keen to help others develop and be seen as inclusive, collaborative and democratic.
Part 2 will be published on Monday
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Monday, September 17th, 2007
“It is not the strongest species that survive….but the ones most responsive to change� Charles Darwin
Gone are the days where organizations employed ‘Market Research Managers’ to commission, manage and utilize market research carried out by external agencies; in fact it is very rare these days that a company has such a position. Originally the focus of market research was on marketing issues, and the main users of market research were the marketing departments of large companies. Over time its use has broadened to a wide range of business issues, and today market research is used by a broad spectrum of functions in a wide range of small as well as large organisations. In deed, in recent years, the use of market research has developed very healthily outside the traditional confines of the Marketing and Market Research departments, thanks to the relationships built and skills offered by independent consultants and small/medium research agencies.
Market research carried out by ‘Independent Consultants Group’ and Ciao! shows that independent market research consultants are viewed in a very positive light. Reflecting the individual nature of their service, their key characteristics are creativity (a more flexible approach to problem solving, free thinking) and a good working relationship (good listeners, stimulating to work with) – in addition to experience, actionability, insight, commitment and an understanding of business issues.
The key findings were as follows:
1. Market research is now a highly valued information source, which has become more useful in the past five years
2. Market research is being commissioned by a wide variety of client functions other than Marketing and Market Research. The client base has broadened considerably and this trend seems likely to continue, as market research becomes increasingly a mainstream rather than a specialist tool
3. Confidence appears to be growing in the usefulness of the Internet (presumably as a resource in its own right as well as a tool which makes market research easier to use and more widely accessible - http://www.b2binternational.com/aboutb2b/techniques/quantitative/esurveys.php ), and in technological developments which render market research ever more relevant to business issues eg online focus groups - http://www.b2binternational.com/library/whitepapers/whitepapers14.php
4. Smaller, independent market research consultants are widely used by research buyers because they have a broader skill set and can work with a more varied client base rather than just the conventional Market Research function
5. Independent consultants are valued for their creativity and problem-solving approach and the good working relationship that they build with clients – good listeners and stimulating to work with. These are important skills which need to be more widely developed in the market research industry.
6. The perception of large/global research agencies tends to be much more associated with offering standard off-the-shelf solutions rather than understanding the problem. They are seen to delegate to juniors and provide information rather than insight. This does not project the right image for the healthy future development of the industry
For more information on B2B International’s consultancy offering visit
http://www.b2binternational.com/services/consultancy_and_training/consultancy_services.php
This article can be viewed in its entirety at www.indepconsultants.org
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Industrial Research, Online Focus Groups, Market Assesment, Market Research, B2B News |
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Thursday, September 6th, 2007
By Paul Hague – Director, B2B International Ltd
The Role Of The Logo
Logos are the marks by which companies are recognized. Their origins were the hot seared marks burned on to the rumps of cattle when they roamed freely on the plains of the US. Each mark distinguished the owner of the cattle just as a logo distinguishes a company today.
Logos provide the vital service of helping us recognize, in an instant, the product or service which is being offered. In a world which is becoming ever more confusing because of the plethora of choice, brands help us home-in on products which are familiar and in which we have confidence. They assist us in making supplier choice with the best logos and brands being attached to the best companies.
This means that any change to a logo should be made with considerable caution. Once a logo has become established, it takes on a life of its own. It becomes so familiar to customers, it is owned by them. Indeed, any change to the logo may create an adverse reaction. “What are you doing messing around with my logo?�.
As a result, companies change their logos relatively infrequently and often quite subtly. The illustration below shows how the Shell logo, the ICI logo, and the IBM logo have all changed over decades. In the ICI logo, for example, the original founding company of Nobel was changed to ICI at an early juncture and many years later the underscoring waves were simplified and reduced in amplitude. The logo still has a recognizable DNA even after 50 years.
As a general principle, logos only have a radical makeover if a company is in dire trouble as occurred with Ratners.
Occasionally a logo is changed to signify a major change in direction for the company, as has recently been the case with BP which has “gone green�.
When companies have changed the logo for no real reason, it usually has mixed receptions. This was certainly the case with British Airways.
Using Market Research To Test Logo Changes
Market research has an important role to play in the testing of all marketing communications. It provides an independent and scientific understanding of customers and potential customers’ views.
Market researchers have a number of options available to them in this type of work.
Qualitative research enables us to dig deep and obtain a full understanding of people’s views on logos, brands and other communication devices. There are two important types of qualitative research
 Focus groups
 Depth interviews
Focus groups
A small number of people (usually around eight) are specially recruited to debate a subject. They may be customers or potential customers. Under the guidance of a moderator they discuss their attitudes and feelings to a subject.
Focus groups work extremely well in generating ideas and therefore are usually used for concept testing.
In communications research they are useful for generating ideas for adverts and working out messages which resonate. The do sometimes suffer from a bias which may result from an outspoken and articulate respondent who carries the rest with him/her.
Focus groups can be used to check out an existing logo and to find out its current strengths and weaknesses. However, they are not the vehicle for testing radical changes to logos as they tend to yield an over critical response to the proposal.
Depth interviews
Depth interviews can be carried out face-to-face or by telephone and are an excellent means of getting under the skin of a subject. Although they lack the brainstorm affect of the focus group, they provide uncontaminated responses as each participant is unaware of what the other has said.
This is a favoured method for carrying out research into a changed logo. Interviews with around 30 respondents would give a well considered view of any changes.
Face-to-face depth interviews are expensive to set up and administer and, except in exceptional circumstances, they do not offer as good value for money as depth interviews carried out by telephone. The telephone in combination with the internet allows researchers to show examples of logos and other communications and at the same time ask for a reaction.
Quantitative research
Qualitative research gives us a deep understanding but does not provide the measures that we sometimes need to see what different groups of people think about changes to a logo or some other communication device.
We have therefore to turn to quantitative research for these measurements.
Quantitative research requires upwards of 100 interviews and more typically 200 plus interviews. It is therefore an expensive tool.
It sometimes follows on after a preliminary qualitative phase.
In logo research we would use quantitative research if we wanted to test awareness and attitudes to logos across a broad population. It probably would not be appropriate in any project which was considering a change to the logo.
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