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Archive for the ‘Qualitative Research’ Category« Previous Entries Next Entries »2007 in Market Research – A RetrospectiveWednesday, January 2nd, 2008
First of all – A Happy and Prosperous New Year to all our readers! Although New Year is typically a time to look forward to new events and experiences, we thought we’d break with that convention somewhat in our first post of 2008, by having a quick review of the year just gone on The Market Research Blog. With that in mind, here’s a quick rundown of our most popular posts from 2007, just in case you’re a newcomer to our blog or if you simply missed something we posted in the last year:
From our point of view, 2007 was a big year of expansion for B2B International – especially in terms of getting our Asian office in China up and running as well as unprecedented growth at our central operations in the UK. Naturally, we’re hoping for bigger and better things in the year to come – and we wish you much the same. We’ll get into the swing of things proper in the next few days with some more of our thoughts on market research, the universe and everything else! Is Work Making You Deaf?Wednesday, November 28th, 2007
Research from business-to-business market research specialists B2B International shows low awareness of noise levels at work as deadline looms for entertainment industry regulations When the Control of Noise at Work Regulations 2005 came into force in 2006 the music and entertainment sectors were granted a two-year transitional period until April 2008. As this deadline looms close, and with exposure levels necessitating voluntary or compulsory protection for employees, Aearo [1], a leading manufacturer of hearing protection, commissioned B2B International to research:
The market research project included 30 depth interviews with managers/owners of music venues, clubs, pubs and bars with live or recorded music; two focus groups in London and Manchester with staff who work in noisy environments; and 200 telephone interviews with managers/owners/H&S officers in venues with music. B2B director Carol-Ann Morgan was in charge of the research. She says: We got the clear feeling that people would rather change working patterns than adhere to the regulations – In other words, to work a shorter day so as not to go over the time allowed to be in a noisy environment. Two thirds of respondents had heard of the Noise at Work Regulations, yet one in five had no detailed knowledge and only half the respondents knew when the regulations come into effect. Nightclubs seem the furthest along the actual preparation line and pubs/bars the least prepared to meet the regulations. The regulations were considered to be good in that staff hearing needed to be protected at work and employers were keen to avoid lawsuits. Impact and actionThe perceived impact of the regulations is low and will be dealt with by noise limiters, provision of a range of hearing devices, and changing shift patterns and working locations. Music venue/club respondents gave more technically focused responses, such as applying limiters to sound systems and taking sound readings, whereas bars and pubs focused on staff issues such as getting staff to wear ear devices and giving staff breaks. In music venues and nightclubs, provision of hearing protection devices is the most popular approach to meeting the regulations whereas reducing the noise levels is favoured by pubs and bars. Noise in the music industry is loudest in live music venues closely followed by nightclubs. The latter are most likely to measure levels and pubs least likely. Larger companies tend to have fewer staff exposed to noise. Where there is concern, it is for staff and not customers. Likely actions (showing low reference to enforcement practices) to meet the regulations include:
AdviceGaining information about the regulations comes from trade press and H&S bulletins for music venues whereas internal communications are very important for clubs, pubs and bars. However when advice on the changes is pro-actively sought, employers approach local councils, local colleges and universities rather than expensive consultancies. Decisions about staff protection from noise are most definitely taken by management, with no employees driving the change. Awareness, acceptability and availabilityStaff awareness of noise levels is very low and noise complaints are negligible. Also, staff exposure to noise varies. The majority of staff in larger pubs and bars are casually employed rather than contracted – many of these are students, and so are more affected by noise in the evening. Nightclubs are more likely to have their own employees, with the exception of security, however here there are more strategies in place to protect staff, such as rotation. Music venues mainly employ a mix of staff, contract for security and crew staff for bands. Some employees in such venues are exposed to noise, but the bars are often located away from the main venue or speakers are faced away from where staff work. Research indicates that acceptability of ear protection by the workforce and its subsequent adoption are real issues. Workers in the entertainment industry are often students and young people, conscious of current trends and fashions, who show little awareness of noise-levels and low concern for the damage noise may cause. The preferences for the type and features of hearing protection vary according to user group. Buyers and management want performance, comfort, security, staff acceptability, and a good price, whilst wearers want discreet protection, comfort, design, versatility/ease of use (e.g. to take in and out). A price premium will be paid for performance features such as discreetness and especially the ability to hear conversations and protect simultaneously. Branding is not an issue for hearing protection among end users. However Aearo was found to be well-known and reputable, with products that are widely available and easy to use. There are issues surrounding availability – pubs and bars especially are looking to buy ear protection devices through wholesalers and cash & carry outlets, whereas music venues and larger clubs are more likely to expect availability through specialist suppliers (music, bar and PPE suppliers). Carol-Ann believes that “our survey indicates that companies really should be making plans to address the noise issue now. It has been refreshing that Aearo wanted to conduct market research to see what was happening (or otherwise!) in the marketplace. They have recognised the importance of trying to understand the needs and concerns of the entertainment industry and responding to these needs.�
Meeting the Needs of the Retail IndustryTuesday, November 13th, 2007
With the changing face of the UK retail industry, what internal resource do retailers have to meet the new world order? Goods and services are not what they used to be. They are now not so much about what they do, rather they are more about how they make you feel. In a materialistic world, it is argued that consumers are looking more for instant gratification and the way a product makes them feel, rather than its taste, function or usefulness. Are retailers merely catering for consumers’ needs instead of offering things of greater value? Other challenges retailers are facing include the dramatic surge in online shopping by consumers – Recent research for uSwitch predicts that UK online shopping could quadruple and account for c.40% of retail sales by 2020. Figures predict that growth in 2007 will produce an extra £4bn through online shopping and retailers who ignore this channel do so at their peril. The retail industry relies heavily on external companies to provide outsourced support solutions which help them improve both the shopping experience and environment for consumers. These companies provide services such as merchandising (the most prevalent), reverse logistics, shopfitting and installations, and project management systems. Recruit Retail Services (RRS), a leading player in this market, commissioned B2B International to undertake a needs awareness study, to understand what challenges and problems retailers are currently experiencing and how they can best meet the needs of retailers in the future. Challenges Facing the Market Retailers stated that they are under pressure to continually innovate and are facing ever-more difficult challenges including strong competition, fickle and price-conscious customers, justifying the costs of store development and finding appropriate ‘quality’ suppliers. Research shows that the main issues concern product turnaround, store development, consumer behaviour, store layout and display. Challenges from a business viewpoint include the decreasing importance of manufacturers’ brands as they are replaced by own brand products, competition and the ever-present financial pressure of budgets and the continual focus on financial returns. Using External Suppliers The use of suppliers is widespread, with nearly everyone using them for something or other! The bulk of the outsourced work is for expertise that isn’t available in-house. In general, retailers look to commission various specialists rather than a ‘one-stop shop’. Experience, rather than cost, is a key driver in the decision-making process, with retailers looking for previous experience within their sectors or with similar companies. Great importance is placed upon a tried and trusted list of suppliers – the people and the relationship being key influencers. The Future B2B director Nick Hague, in charge of this study, says their findings indicated future trends:
In order to meet retailers’ ever-increasing expectations and needs, Recruit Retail Services provides a wide range of services including merchandising, reverse logistics, shop fitting and installations plus project management solutions. The research showed that Recruit Retail Services are viewed very positively in the marketplace with their strengths being cited as flexibility, staff skills, functionality, a caring attitude, approachabilty, honesty, being team players, proactivity and responsiveness, supportiveness and reliabilty. The Emergence of Mobile Market Research OpportunitiesMonday, October 15th, 2007
With the growth of the Internet, market research industry business models are evolving. Using mobile telephony to conduct market research will expand the current potential for research and provide a platform for future directions in the industry. Why Mobile Research? In today’s market research environment, where increasing respondent cooperation has been a challenge, mobile research may be part of the solution. A growth in mobile phone penetration, coupled with the latest developments in mobile phone technology, is presenting new solutions and opportunities to boost participation levels. Within the past five years, there has been a significant increase in both the number of mobile phone users and households that have mobile phones and no landlines. In the United States alone, the percentage of adults in mobile-phone-only homes has increased from 7.7% to 11.8% between 2005 and 2006, according to the National Health Interview Survey. The rise is driven primarily by young people, with more than a quarter of those aged 18-29 moving towards mobile phone use only. The increase of mobile-phone-only homes poses a particular concern for researchers who rely largely on landline numbers to conduct phone surveys. Outside the U.S., the mobile phone infrastructure has expanded throughout the world, creating a growing number of mobile phone users in Europe, Asia-Pacific and the developing countries. Steady expansion will continue to increase the number of mobile phone users. According to a report by Informa Telecoms and Media (2006), 30 countries exceeded 100% mobile phone penetration, with countries such as the U.K., Sweden and Italy at more than 110%. This indicates that a portion of the population in these countries currently has two or more mobile phone subscriptions. According to the same report, mobile phone penetration in the U.S. is nearing 70% while the Asian leaders, Hong Kong and Taiwan, have reached a significantly higher rate of 125%. The 2004 Lemelson-MIT Invention Index study reported nearly one-third of adults in the U.S. claimed “the mobile phone is the number one invention they cannot live without,� beating out staples such as alarm clocks, televisions and microwaves.
In addition to increasing rates of global penetration, mobile telephony is characterized by rapid technological developments. A typical mobile phone is not only used as a telephone, but also may be used as a computer, media player, camera and much more. According to the latest research of the Online Publishers Association, 76% of all consumers in the U.S. and Western Europe have Internet access on their mobile device and about one-third use it. Among those with mobile access to the Internet, the U.K. leads in usage (54%), followed by the U.S. (41%). As we examine the heightened global penetration and technological developments, IT research company Gartner predicts that 70% of global voice connections will be wireless by 2009. Gartner further predicts that about one-third of the people in Europe and the U.S. will choose wireless and broadband telephones over fixed phone lines by 2009. There are several ways to utilize mobile devices to conduct market research. One approach is recruiting respondents for online surveys through invitation or screening, utilizing a short mobile survey or providing the option to take the survey via mobile phone. Below are some mobile research opportunities: • Alternative way to connect with hard-to-reach demographic groups in market research Like all research and data collection methods, mobile research may face some constraints. Here are some things to consider when conducting mobile surveys: • Short questionnaires Market Research – The Key To Business Success – Part 2 of 2Wednesday, October 10th, 2007
Product development Having established customers’ needs, and how this affects their buying behaviour, this vital intelligence can be used to influence both product design and the marketing message. Statistical analysis can then be used to group consumers according to these needs, allowing the supplier to offer a customised range of products or services that will meet their differing requirements. A significant amount of market research (over a quarter) is spent on developing new products. Primary research may test attitudes to existing products to establish in what way they are lacking, and then test improved and modified products to see if they better meet consumers’ needs. This research can be carried out in a variety of ways including focus groups (repeated sampling of a group representing your potential customers), random high street tests and home tests. Pricing One of the best methods of establishing what people will pay for a product is a test market in which the product is offered in a real competitive environment, with controls to see the different effects of prices. Test markets are expensive to set up and control, so primary research is used to obtain views on the optimum prices for products and services. Conjoint analysis asks respondents to rank a number of contrasting combinations of attributes that represent the concepts for the new product. The ranking enables researchers to calculate values for each attribute, indicating a measure of the desirability of the different combinations. Promotions and branding A significant amount of primary research is devoted to finding out promotions that can be made to work harder. Qualitative research is used to explore the motivations that drive buying decisions, and these become the messages in the promotions. Qualitative research is also used to test advertising concepts and draft campaigns to establish which will be most effective or how they can be tuned to greater effect. People are often reluctant to admit to the influence of promotions or the power of brands in influencing their purchasing decisions. Primary research is used to find out how brands are perceived and what are considered to be their values. Setting objectives In conclusion, practical market research requires a good brief – an analysis of the problem and setting out the objectives that need to be achieved. This brief is arguably the most important part of the research process, because if it is well thought out, the research approach will be easily and correctly proposed. The following questions should be front of mind when preparing the brief: • Why carry out this particular research and what action will be taken when the research is completed? • What has caused this problem or led to this opportunity? Here it is helpful to describe the history that has led up to the research. • What is known about the subject already? • Who are the target groups for the research? • What specific information is needed from the research? • What is the proposed budget? • Are there any initial ideas for the research method? • Are there any reporting requirements? • When are the findings required? In summary, then, don’t plan anything in business without doing your homework first – and structure that homework carefully and professionally. « Previous Entries Next Entries » |
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