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Archive for the ‘Market Assesment’ Category« Previous Entries Next Entries »Data Holds the KeyWednesday, March 17th, 2010  It is true that the buzzword in industry is analytics. This seems surprising to us in the market research industry. Data and analytics has been our baby for the last 50 years. When you drive your car, of course you need to look out of the window, but you would be a fool to set off without checking your fuel gauge or occasionally looking at your speedometer. A map may come in useful or, more likely today, a Sat Nav (GPS). Our industry has long provided much of the good data on the company dashboard and the Sat Nav to guide your journey. The problem is that data is fast becoming a commodity. There is so much data handed out for nothing. It is in front of you in the newspaper. It hits you from the television. It sits under your nose in your company and, of course, it abounds on the net. In fact, most of us are paralysed by too much data. However, there is some data that is almost invaluable. Just think of the things you would like to know about your market. Which customers are likely to be buying the products or services you sell in the next few months or weeks? And when they do buy, what will drive their decision? Where do you sit in their consideration set? What are the unmet needs in your market and how could you satisfy them? What will your market look like in five years’ time? Who will be the competitors to wrestle with then? The list could go on and on. What do you think? Will data be the new plastics? By Stefan Stern Last week a very wise man – OK, it was my chief executive – said a smart thing. “Data is the new plastics,” he declared. This was a sly reference to a famous scene in the film The Graduate. What he meant, I think, was that the unlikely subject of data has suddenly become fashionable. It is now the sort of discipline you might encourage your son or daughter to pursue. Clever people talk knowingly about “analytics” – managing better with the use of data – as if they have discovered the secret of business success. Perhaps they have. Software companies are certainly pushing the concept hard. Last month the consultants Accenture announced a partnership with the IT company SAS. They are forming an analytics group which will offer what they call “predictive solutions”. This means getting hold of useful data fast and interpreting them intelligently, to try to anticipate sudden changes in your market, or to spot gaps others have not yet seen. IBM is touting its analytics capabilities aggressively, while SAP is also talking a good analytics game. I was recently given a briefing by Vivek Ranadivé, the chief executive of Tibco, a Nasdaq-listed software company, on the emerging possibilities of our data-rich world. Mr Ranadivé is something of a visionary in this field. His first book, The Power of Now, was published 11 years ago. This was followed in 2006 by The Power to Predict. His latest book, The Two Second Advantage, will be out this year. Mr Ranadivé is dismissive of what he considers outdated approaches to the handling of data. “We have 20th-century infrastructure trying to solve 21st-century problems,” he says. During the past two decades, companies have become good at storing large amounts of data. Databases contain historical information about transactions that have been carried out. But what about all those near-misses, when customers visit your website, stay a while but leave without buying anything? A passive database will not record any of that activity. It will not even know that such things have happened. Mr Ranadivé says we should think of business in terms of events, not transactions. Near-misses are customer events, too. The latest approach to data tries to spot these events in real time, so businesses can make use of that information quickly. In the jargon, this is called “in-memory analytics”, so called because memory has become a cheap and almost infinite commodity, and all that customer activity can be monitored live, as it happens. Faster transmission of information makes a lot of things possible: marketing campaigns that react quickly to what customers want, smoother-functioning supply chains, even the introduction of the “smart grid”, which can spot possible power outages much sooner. Last month Thomas Davenport, professor at Babson College, and Jeanne Harris, director of research at Accenture’s high performance institute, published Analytics at Work, a primer for managers who want to introduce a more rigorous approach to the use of data. It is a challenging read, in part because it makes plain how much work has to be done to capture and use data effectively. But even academic experts agree that, however sophisticated your approach to data, you still need judgment to make good decisions. When Prof Davenport met a pilot at a party and started discussing analytics, he received this reply: “Oh yes, we’ve got lots of that in modern airliners – avionics, lots of computers, ‘fly by wire’, and all that. But I still occasionally find it useful to look out the window.” Others are even more sceptical. Paco Underhill, a retail guru and chief executive of the consultancy Envirosell, says that today it is almost too easy to accumulate data. Instead of going to witness things first-hand, managers do a lot of their thinking sitting down, staring at spreadsheets. He is a great advocate of rubber-soled shoes. Get away from your desk, he says, and go and see for yourself. Wear rubber soles at your Envirosell interview if you want to get hired, Mr Underhill advises. Not everyone will be fired up by the idea of plunging deep into a world of data. In the 1960s, bright young graduates, like the Dustin Hoffman character in the movie, did not all choose to pursue a career in plastics. But one young chap at General Electric did. Welch, I think his name was. Things seemed to work out pretty well for him. Continued Growth for B2B InternationalTuesday, March 9th, 2010  B2B International’s consistent growth continued in 2009 despite the difficult economic environment. The company’s turnover increased by 10% and is now approaching the £3.5 million mark (over US$5 million). B2B International has experienced year-on-year growth in every year since its formation in 1998. “2009 was a challenging time throughout the market research sector” reports Financial Director Matthew Harrison. “Budgets in some industries were cut, and some of our clients were forced to delay projects due to the economic uncertainty. However, the main trend in 2009 was a change in the type of business we conducted. Many clients moved away from international market assessment studies towards more ‘defensive’ research such as customer satisfaction surveys. Towards the end of the year, however, this trend was reversed, and early 2010 has seen huge interest in our Chinese and wider Asian offering.” Looking forward to 2010, Managing Director Nick Hague is optimistic about the prospects for B2B International. “It is clear that our clients across Europe, North America and Asia are feeling more positive about the future and there has been a significant upturn in enquiries and commissions since around September 2009. Our proximity to clients and research respondents across three continents means that we are ideally placed to take advantage as optimism returns.” More Than Just Fun and GamesThursday, November 5th, 2009 
In his first Thursday Night Insight, Alex Clements illustrates perfectly how keeping a close eye on the competition and being quick to spot opportunities can really strengthen your own market position. Atari, Spectrum, Commodore, Sega, Nintendo, PlayStation, Xbox. Regardless of your age, you are highly likely to have heard of at least one of these, possibly even all of them. Games consoles have been around for many years and as time goes by the systems become more sophisticated and the games become more complex and realistic. I remember text-based adventure games on the Atari and Commodore 64 which required the player to type a keyword into the console, which would in turn prompt an action on the screen. I remember Bubble Bobble; a game featuring two small, brightly coloured, 2D characters (in fact, little more than a blob of colour) that were supposed to be dragons, where the aim of the game was to blow bubbles which could trap and eliminate enemies such as ghosts and flying purple sharks (yes; flying purple sharks!). Games developers certainly were creative all those years ago and although games are more realistic these days, it doesn’t mean that people in the games industry no longer need to be creative. The video games industry is one which has grown and grown over the years. More users, more games, more consoles, more money and, for the manufacturers, more competition. Now that there is so much on offer to the public, we have a huge amount of choice in the types of video games we play: We can choose a favourite genre, a favourite series of games and we can even choose which console we would prefer to use to play them. Companies who are in competition over the same market need to think very carefully before every move. The games industry is an interest of mine and I commend some of the marketing strategies I have noticed recently. In 2005, the world was due the start of the next generation of video game consoles. There was, predictably, much hype and speculation over what each one would have to offer. The battle had started long before they were released. To this day, the Microsoft Xbox 360 and Sony PS3 still battle for sales, offering similar types of realistic games and modern online services. Meanwhile, Nintendo released the Wii. The Nintendo Wii was released for a unique target market, offering an experience to consumers which was not available from either of its two potential rivals. Instead of competing to be the console with the best graphics, most functions and most realistic games, Nintendo made a console which was for light-hearted family fun: The games aren’t trying to be realistic but, instead, boast colourful cartoon worlds and let users embrace an unusual controller unlike any other, which can be waved at the TV like a magic wand to operate. There is much to think about when marketing a product, but before you even start to plan, you need to understand your product and your target market, and it will be highly advantageous to know the competition. Some very careful (and intelligent) decisions were made over the period of time mentioned above and Nintendo’s adaption to the available market means that more Wii consoles have been sold to date than either the Xbox 360 or PS3, despite being released last. I will conclude my first ever Thursday Night Insight with one more example of an opportunity that was promptly taken. It was, once again, Nintendo and their online marketing strategy for a new handheld console called the “DSi”. Nintendo were aware of their competition at the time, which happened to be Sony’s “PSP go” which was due to be released in the forthcoming months. The two products are similar and have a very similar target market. Upon realisation that Sony had not bought the UK domain name for their new product’s website in preparation for its release, Nintendo decided to step in. The result was that any consumer visiting www.pspgo.co.uk, looking for information on Sony’s product, would be taken directly to the main page of its rival, the Nintendo DSi. Try it yourself and see by clicking on the link above! Underhanded? Or a stroke of genius? It’s probably a bit of both, but the fact still remains that all PSPgo customers aiming for the UK website will land directly on Nintendo’s website, faced with a fresh new product they were not expecting which will undoubtedly only mean positive things for Nintendo’s sales. Only Fools Rush InWednesday, July 1st, 2009
Matthew Harrison, B2B International’s Director of International Operations, was featured in Marketing’s recent special issue on emerging markets. Drawing upon his time spent working in our China office and using his extensive experience gained through managing research projects in such far-reaching geographies as Russia, Sri Lanka and Tanzania, Matthew offers invaluable advice to Western companies looking to establish or build a presence in any emerging B2B market. The full published article is as follows:
More of Matthew’s white papers on developing markets are available on our website:
Tips for Growing in ChinaWednesday, June 3rd, 2009
AdAgeChina is adamant that China remains one of the few bright spots for multinational marketers at the present time. After all, with some 300 million urban and upwardly mobile consumers, China can boast the world’s largest numbers of internet and mobile-phone users, as well as the biggest global market for cars, beer and cigarettes. But it can still be a tough market to crack, and a new white paper from Ad Age – Winning Consumers in China – can help those, particularly in consumer markets, looking to grow their brands in China.
The full white paper can be purchased from adagechina.com. B2B International, with research experts on the ground in its Beijing office, offers some similar tips to business-to-business marketers interested in the potential of this huge country. Our white paper, Marketing and Selling to Chinese Businesses, explores the reasons behind both successful and unsuccessful marketing and sales approaches in China, and can be downloaded here for free. Alternatively, email beijing@b2binternational.com if you would like to find out more from our team in China. « Previous Entries Next Entries » |
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