brand research web - aeffectaeffect.com/img/aeffect-brandresearch.pdf · 2007-12-07 · innovations...

Market Research Techniques for Effective Brand Management and Profitable Growth

Presented to:

Twelfth National Forum

Customer Based Marketing Strategies

Orlando, Florida

Mark RudzinskiManaging Director

Sue ReimboldVice President, Marketing and Communications

© 2007 Aeffect, Inc

© 2007 Aeffect, Inc. 2

Agenda

• Introductions

• Opening Discussion: Current Practices

• Rationale For This Session

• Learning Objectives

• Strategic Framework

• Innovations in Formative Brand Research

• Innovations in Evaluative Brand Research

• Maximizing Your Research ROI


Community Health Network

• 5-hospital network serving Central Indiana area, including Indianapolis

• Integrated delivery system featuring:

– Community and tertiary level hospitals

– Nationally recognized heart hospital

– Owned primary care practices, urgent care centers, surgery centers

– Extensive e-business portfolio

• Joined in 2002 to rebuild marketing function, with a special focus on building a differentiated brand in the market place

– “Inside out” in thinking about branding

– Key goal was to reverse that process, and build our brand centered around our customers wants, needs, goals and expectations


Aeffect, Inc.

• Strategic marketing research and consulting firm based in Deerfield, IL

• Serves clients across the health care sector:

– Providers and payors

– Pharma/Device

– Governmental: CMS and CDC

• Extensive corporate practice:

– Consumer packaged goods

– Business services

– Media and entertainment

– Travel/tourism

– Technology

– Finance

• Scope of engagements:

– Market segmentation and profiling

– Brand development and monitoring

– Communications planning, evaluation and tracking


Agenda

• Introductions









Opening Discussion

• What questions or issues are typically brought to your door?

• What types of research activities is your organization engaged in?

• Does your organization have a marketing information plan?

• How do you determine what research you are going to do in a given year?

• What are your motivations for attending this session?

• What do you hope to learn?


Agenda

• Introductions









Rationale for This Session

1. Market forces are elevating the priority of the consumer

2. Provider organizations striving to be more customer-centric

3. Driving need to understand consumers in a more intimate and nuanced fashion than before

4. State of research within the provider realm still at a relatively basic level

5. Emerging generation of marketing leaders have much more sophisticated demands regarding customer insight

6. Build on typical “Research 101” conference presentations


Agenda

• Introductions









Learning Objectives

1. Provide a framework for taking a more strategic approach to marketing research

2. Explore sophisticated techniques that are commonplace in other sectors of the economy and how they can be applied to provider-sponsored brand research

3. Guidance on maximizing the return on your research investment


Agenda

• Introductions









Strategic Framework for Brand Research

• “Low hanging fruit” to increase innovation and effectiveness of your brand research is not in the realm of methodology and technique

• Focus on strategic management of marketing research investment

• Develop a marketing information strategy for your organization:

– Align research investment with brand development needs

– Have a plan for ensuring timely stream of inbound intelligence that helps keep your brand fresh, relevant and differentiated

– Integrate information across primary and secondary sources

– Leverage all points of data collection: registration, patient satisfaction

– Guide mid-course corrections, if needed

– Serve as platform for accumulating actionable insight about targets

– Provide rationale for spending/justifying your research dollars

– Boost efficiency by eliminating ad hoc efforts that have little downstream impact

• Cornerstone to truly differentiating your organization: anticipating and reacting to customers’ needs faster than your competition



• How do you align your research investment with brand developmentneeds:

– What is your organization’s approach/philosophy of marketing?

– Probably the single most important questions you have in designing an effective marketing information platform

• Our approach: Integrated Marketing Communications (IMC)

Stage 1: Understanding

Your Target Audiences

• Segmentation

• Knowledge, attitudes, beliefs

• Values and expectations

• Prioritization (lifetime value)

Stage 2: Developing

Strategies

• Concept Evaluation

• Brand Positioning

• Message development

• Communications Pre-testing

Stage 3: Assessing

Effectiveness

• Monitoring In-market

Response

• Examining effect of

comparative strategies

Stage 4: Evaluating Impact

• Modeling ROI

• Database management and

analysis

• Refinement of segmentation



• Work through a basic business planning process just the same as if you were doing a service line plan:

– Step 1: Assess your current state of activities:

• Talk to key internal customers at a strategy level

• Self-assess in a non-defensive manner

– Step 2: Identify the ideal:

• Not as if you “won the marketing budget lottery”

• Use IMC as a framework to identify information needs

– Step 3: Identify the gaps

• What are the biggest deficit areas? How would you prioritize them

• What are the barriers that need to be overcome?

– Step 4: Develop the plan

• What is the value proposition for this function/investment?

Step 1:SWOT

Step 2:Ideal Design

Step 3:Gap Analysis

Step 4:Develop the Plan



Case Study: Developing a Marketing Information Plan

• Organizational challenge: address “vanilla” brand in market

• Little hard information to go from—traditionally, branding internally driven by views of leadership, governance and physicians

• Research consisted of traditional, “canned” image tracker:

– “Preference”—dashboard item raised more questions than it answered

– Factor analysis of questions showed a high level of repetitive content

• Principal step: thinking through implications of IMC and identifying information needs:

– Understanding consumer values

– Brand monitoring

– Consumer segmentation

– Brand experience mapping

– ROI

• Mapped out 3-4 year time horizon, recognizing staff development, organizational education and budget issues


Introduction to Brand Research


• Multi-stage process, which starts with a foundational understanding of the target audience’s mindset and motivations.

• Each year, new information is added to deepen our understanding of audience segments and evaluate their response to programs and communications that have been developed using previously collected insights.

YEAR ONE YEAR TWO YEAR THREE

Formative brand research Segmentation data modeling Segment profiling

Brand development Brand monitoring Key behaviors

Brand modeling Brand experience mapping Message strategy implications

Segmentation data collection Lifetime value modeling

Brand monitoring

progression of learning



• How does your organization approach brand research?

• What types of research activities do you engage in related to your brand?

• What has worked especially well?

• What fell short of expectations?



• Think of brand research in two key categories:

– Formative research:

• Understanding values, segmenting and profiling audiences

• Outcome: inform key inputs to successful brand positions—target audience definition, frame of reference to category and points of differentiation

– Evaluative research:

• Monitoring in-market brand performance, mapping brand experience, modeling and measuring brand equity and commitment

• Outcome: measure progress toward brand development goals and guide mid-course corrections



Rummaging through the toy chest . . .

• Measuring brand equity

• Measuring brand engagement

• Brand experience mapping

• Hot button analysis

Evaluative Research

• Segmentation modeling

• Behavior modeling

• PRIZM applications

• Value chain modeling

• Innovative qualitative techniques

• Qualitative panels

Formative Research

Quantitative ResearchQualitative Research


Agenda

• Introductions









Innovations in Formative Brand Research

Value Chain Modeling

• Qualitative research technique that uncovers the core values that consumers have when it comes to product and service utilization

• Values: core, deep-seated beliefs that consumers seek to consciously and unconsciously satisfy in their behaviors:

– Consistent with an individual’s self-image and satisfies their need for self expression

– Typically not immediately verbalized by consumers

– Good researchers, qualitative interviewers oftentimes conclude what these values are in back end qualitative analysis

• Our belief--strong brands are positioned based on consumers’ values:

– Gatorade: capitalizes on users’ self-image as athletes and the value they place in achieving peak performance “Is it In You?”



Sustainability and relevance of various approaches to brand positioning

APPROACH SUSTAINABILITY1 RELEVANCE2

Product benefit Low-Moderate High

Price Low Moderate

Quality High High

Use/Application Low Low

Product class Low–Moderate Low

User High High

Competition Low –Moderate High

1 Can the positioning based on this approach be sustained over time?

2 How relevant are these approaches to the target audience(s)?




Brand Promise: The core commitment an organization makes to its target audience

Core Values: From the research, the most important elements driving consumer decision making, i.e.being the best parent/caregiver

Emotional Benefits Derived from the Brand: From the target’s perspective, the emotional benefits that accrue to them through their association with the brand, i.e. feeling of confidence, trust, security in choice of brand

Rational Benefits: From the target’s perspective, the rational benefits that accrue to them through association with the brand, i.e. top physicians, experience

Features of the Brand: the nuts and bolts of the product, i.e. services, technology, treatment and access

Strong brands are positioned based on consumer values




• What activates consumers’ values?

– Nuanced understanding of how consumers interpret features of a brand and what benefits they conclude from those features

• Features: “tangible” aspects of a brand’s product or service experience; for example, an ER:

– Level I trauma center

– After hours urgent care center

– Fast track

– Board certified in emergency medicine

• Benefits: advantages that accrue to users of a brand

– Rational benefits thought processes, i.e. less wait time

– Emotional benefits impact how people feel, i.e. being a good parent




• How do you build value chains?

– Typically done through some form of qualitative interviewing—focus groups, IDIs, dyads, triads

– Requires a substantial amount of time with a respondent to help them work through and express their thought processes

• Laddering is a workhorse technique in identifying how people translate features into benefits and values:

– “Peeling back the onion”

– Seeking to understand how people “think” and “feel”

• Picture sorts and projective techniques are also helpful:

– Keep in mind: values are not top of mind and often go unexpressed

– Stimuli are frequently used to help activate more deep seated and abstract thoughts that help to reveal the connections that consumers make in a value chain




• Why is this insight useful and how do you apply it?

• Using IMC:

– Core to understanding your target audience; critical input to market segmentation

– Guides development of strong brand positions both in terms of sustainability and relevance

– Drives operationally substantiation of the brand

– Guides message strategy and language



Case Study: Value Chain Modeling

• Key component of formative brand research:

– Helped us hypothesize critical differences among consumers

– Helped us prioritize which differences we would pursue

– Guided us in developing a core brand promise

• Utilized consumer values in developing a segmentation model to define, measure, profile and prioritize different customer segments

• Worked within marketing and with operations to build features into the consumer/patient communications and care experiences that signaled our understanding of their core values

• Used feature/benefit information to guide our marketing communications development



Interactive Exercise: Value Chain Modeling

• Be a respondent

• Category: investment services

• Goal: identify the underlying values of investors



Other Innovative Qualitative Techniques

• Focus Groups are . . . (circle all that apply)

– Evil

– Passé

– Misleading

– Inaccurate

– Subtle

– Widely used

– Widely misused

– A verb, as in “to focus group an idea”

– Boring

– Bad for my diet

– Resilient

• Obituary has been written many times, but they just won’t die




• Focus Groups are an extremely useful research technique, BUT:

– Frequently misapplied, i.e. used for reasons other than exploration—confirming, projecting, choosing a concept

– Poorly designed and executed

– Lots of excellent, creative, highly skilled moderators

– But also many unqualified moderators as well

• Not just a function of asking and answering questions:

– Some of the most valuable information lies well below the surface in abstract, difficult to verbalize emotions

– Direct approaches may get an answer, but it is likely to be an answer of convenience, not necessarily an accurate reflection of how people think and feel

• Well designed focus groups will use a variety of different techniques to elicit rich, actionable brand insights




• Creativity in recruitment:

– Use of related behaviors as recruitment criteria

– Segmentation algorithms

– Don’t settle for “we can’t recruit for that”

• Examples:

– Facility design and brand experience study:

• Using TV viewing and magazine reading habits to identify respondents who could think creatively about designing a space that satisfies their service needs

– Using an algorithm based on discriminant analysis to recruit focus group participants for the purpose of profiling consumer segments




• Creativity in execution:

– Projective techniques provide respondents with ambiguous situations and allow them to use their beliefs, attitudes and perceptions to define the situation

– Helps them to activate deep-seated attitudes and beliefs that might not otherwise come to the surface

– Keeps them fresh—breaks up two hours of discussion

– Bypasses the tendency to censor comments for social acceptability

• Examples:

– Picture and card sorts

– Collages

– Role playing

– Family branding

– Obituaries

– Diaries



Picture Sorts

• Articulating emotional connotations of brands can be a difficult exercise for respondents

• Picture sorts help respondents to “uncover”deeper beliefs and convictions they have about brands

• Stimuli are usually abstract, not in category

• Moderator organizes respondents into groups; they select pictures that remind them/do not remind them of a brand; moderator probes to understand rational/emotional elements “activated” by visual imagery



Case Study: Using Picture Sorts to Assess Drivers of Brand Avoidance

• Brand monitoring study showed high levels of brand avoidance for one of the system’s hospitals

• Conducted focus groups with different a priori segments of the population: geography, age

• Explored brand imagery using traditional discussion techniques and picture sort:

– Traditional discussion techniques surfaced “top of mind” issues, such as parking, location, changing demographics of area

– Picture sort helped to reveal more substantial levels of barriers:

• Concerns about quality

• Staff attitude

• Sense that hospital was “living in the past”

• Experiential factors: ER, points of entry, wayfinding, registration

• Measured prevalence of barriers in subsequent brand monitoring and developed corrective action plan




• Collages: respondents (group or individual) review a wide range of materials and select items that express self-image or brand perception

– Excellent technique for exploring bases of segmentation, profiling audiences, assessing attitudes toward brands or category

• Role playing: respondents (group or individual) are assigned different roles in a given situation to understand decision making processes

– Doctor and patient discussing preventive health recommendations

• Obituaries: respondents write an “obituary” for a product or brand, requiring them to sort and prioritize key elements and how those have changed over time

– Technique for unearthing brand perceptions and imagery that allows respondents to commit to viewpoints without group influence; can be done as pre-discussion assignment




• Family branding: respondents relate brands in a category to a family, describing hierarchies, relationships and rationale for these judgments

– Useful technique to help compare/contrast hospital brand imagery

• Diaries: individuals keep diaries of how they use and feel about a product or service over a select time period

– Helps capture views of respondents as they are using a product/service or experiencing a situation, capturing insights at the moment, rather than in a filtered manner after the fact; also used for brand experience mapping




• Considerations for application:

– Don’t over use them

– Means to an end: tool to unearth ideas, thoughts and feelings that are more deep seated and less easy to express

– Consider barriers when selecting techniques:

• Key issue—engagement in category

– Consider respondent abilities: education level, age, geographic region



Interactive Exercise: Projective Techniques

• Collages

• Picture sorts

• Obituaries

• How did your exercise stimulate a response different than what was top of mind?



Segmentation Modeling

Segmentation . . .

– is a methodical, information-based approach to identifying key audience groups that share critical characteristics.

– is based on the idea that not all people are the same. They havedifferent wants, needs and lifestyles and respond to different communications techniques.

– takes into account many factors that contribute to decision-making, including demographics, lifestyles, values, attitudes, behaviors, motivations and barriers.

– provides basis for categorizing your audience such that you can make the best decisions about how to serve them.



Segmentation Modeling

Undifferentiated whole Differentiated insight

Segment C

Segment B

Segment ASegment D



Case Study in Segmentation and Behavior Modeling

• In 2003, Community embarked on 2-year plan to build a consumer segmentation model:

– Core requirement to fulfill consumer-centric brand position

– Source of differentiated insight to maintain brand position

– Maximize efficiency of messaging and spend

• Building on insights from formative brand research, developed a series of knowledge, attitudinal and behavioral questions that would serve as grist for the segmentation mill

• Utilized evaluative brand monitoring tool as vehicle for data collection:

– Built up a data of n=2,400 responses over two year period

– Large enough sample for a variety of multivariate analyses and back end analysis of individual segments




• Created more than 40 different statistical models before settling on the one we judged to be best:

– Segmentation is both science and art

– Need to balance good math against face validity and actionability of the output

– Develop a model that yields a manageable number of segments (maximum of 5-6)

– Develop a model into which people can be easily predicted

• 3-5 questions to identify which segment a respondent belongs to




• Developed a 5-segment solution based on issues related to patient activation, patient experience and decision style—the skeleton

• Subsequent round of quantitative and qualitative research added flesh to the bones:

– Clinical service needs

– Health risk factors

– Payor issues

– Brand contact audit and communications utilization

– Reaction to message concepts

• The segmentation has become our organization’s lens through which we view our consumer market:

– Cornerstone of all aspects of marketing planning and implementation

– Factored into clinical service line planning




• Next generation of activity: implant 5-question segmentation algorithm questions into all points of data collection:

– Patient satisfaction surveys

– Call center and web marketing contacts

– Patient registration

– Feed into CRM database to speed segmentation of area households:

• Precise targeting and precise messaging

• Market research efforts also factor in segmentation algorithm (used for recruiting)—allows for accumulated knowledge and understanding of segments



PRIZM Applications

• Syndicated geodemographic clustering system, heavily used in the direct mail industry to segment and prioritize households

– Used to help define and differentiate customer groups, often when little else is known about them

– Augments primary research data to help profile segments

– Helps locate targets similar to known customers for marketing planning

• 66 distinct lifestyle types, or clusters, defined in the U.S.

Country Squires

• Mostly white

• Age 35-54

• Exurban

• Graduate education

• Own newer homes on sprawling properties

• Median HH income: $102,263

• Order from online retailers

• Read Family Fun Magazine

• Go skiing

• Drive Lexus SUV

Golden Ponds

• Mostly white

• Age 65+, retired

• Smaller towns/rural

• High School education

• Median HH income: $31,029

• One in five resides in nursing home

• East at casual/buffet restaurants

• Belong to veterans club

• Watch Price is Right TV

• Drive Mercury Grand Marquis



PRIZM Applications

• Source: Claritas, a nationally recognized data provider

• Uses public and private sources of information on consumers and purchase behaviors (U.S. Census data, US Bureau of Labor Statistics, U.S Postal Service,etc.)

• Neighborhoods are identified that can be grouped together into “clusters”that exhibit similar demographic and behavioral characteristics.

• Neighborhood clusters can then be used to identify customer profiles from zip code data.



PRIZM Applications

• Minimal value as core segmentation workhorse:

– Descriptive about what you can see—geography and demographics

– Provides virtually no insight into what people want in the health care sector or how to craft messages/programs to reach them

• Non-traditional application of PRIZM: as decoder ring across data sets:

– PRIZM code our brand monitoring and quantitative segmentation data

– Allows “loose” basis for making linkages across internal data sets

– Allows linkage to detailed PRIZM-linked media planning data



Qualitative Panels

• Group of homogenous individuals who represent a high priority target audience:

– Typically represent a consumer segment

– Recruit utilizing segmentation specifications, followed by qualifying interview—seek to identify individuals who are vanguard of the segment

– Sounding board to more deeply explore attitudes and reactions toconsumer behavior, product development and marcom issues

– Not a large, ongoing focus group or “advisory group”

– Typically empanelled for about a year—balances extended learning opportunity while guarding against becoming “professional respondents”

• Develop a curriculum for how to use panel:

– Identify 5-6 high interest topics; don’t repeat topics

– Excellent format for use of more involved research techniques, i.e. diaries


Agenda

• Introductions









Innovations in Evaluative Brand Research

Brand Experience Mapping

• Critique your organization’s brand development efforts and experience?

• What has worked well? What are the successes? Why?

• Where has the brand either failed or not measured up to its expectations? Why?




• Our contention—most provider brand development efforts fall short of expectations because the organization does not substantiate the brand promise:

– Failure of brand strategy (seeking a position the organization is not committed to)

– Failure of substantiation (despite best—or lackluster—efforts, organization can’t deliver on the promise

• Emerging generation of health care marketers are as strongly focused on operational substantiation as they are on traditionalmarketing communications activities related to brand development:

– Building strong partnerships with operational departments

– Establishing mutually recognized operational requirements for brand substantiation as a condition for marketing support

– Bringing data to the table to define and guide implementation of the desired brand experience

– Organizations are increasingly turning to marketing as the voice of the customer




• Brand experience mapping is a key tool that marketers can provide to assist operations staff in key, high volume and/or high impact points of patient contact in delivering the promised brand experience:

– High volume=high brand development potential: ER, PCP offices, registration, outpatient diagnostic and treatment services

– High impact areas that form life long impressions not only for patients, but also friends and family—OB, breast cancer, CV surgery, major orthopedic procedures

• Brand experience maps provide a gap analysis tool that operations managers can use to diagnose and correct operational deficiencies that will undermine the promise of the brand




• What is a brand experience map?

– Defines the steps in a clinical service experience from the perspective of the patient and family—not clinicians or other factors related to reimbursement processes

– Identifies a host of key elements (especially verbal and non-verbal cues) that shape perceptions of each aspect of the patients self-defined experience



Case Study: Brand Experience Mapping

• 42-clinic site multi-specialty medical group comprising more than 450 primary and specialty physicians

• Substantial variability in brand experience and patient satisfaction:

– Certain “structural” improvements were being implemented, i.e. EMR

– Requirements for substantiating the brand position lacking

– Marketing pressed to invest in growth and development, thought clinics generally failed to deliver desired brand experience:

• High voluntary disenrollment and patient switching (waste of acquisition dollars invested by marketing)

• Variable patient satisfaction—some clinics did well, but many were in the 25th to 40th percentile




• Brand experience mapping effort initiated:

– Ethnography (on site observation)

– Diaries

– In-depth interviews within one month of clinic encounter

• Critical incident interviewing—well established technique to identify which aspects of an encounter or point of contact are most prevalent in shaping perception of brand experience:

– Most typical patient satisfaction monitors lack diagnostic specificity to model these drivers

– Analysis of prevalence of comments and diaries allowed research team to construct the brand experience from the patient’s/family’s perspective, mapping out key cues, expectations etc.




• Marketing developed a simple gap analysis tool to guide clinic managers in assessing their clinic’s performance against the ideal:

– Simple 1-2 page scoring sheet

– Could address mostly by walk throughs of the practice and observing activities in the waiting room

– Interviews with physicians and nurses provided insight to the exam room encounter

– Managers developed action plans for each gap identified

• Gap analysis tool initially rolled out at problem clinics where new managers assumed operational responsibility:

– Year 1: patient satisfaction rose from 27th to 43rd percentile, on average

– Year 2: up to 58th percentile

– Year 3: 72nd percentile



Interactive Exercise: Brand Experience Mapping

• Take one aspect of the ED brand experience and identify:

– Definition and outcome

– Patient mindset

– Minimal expectations

– Points of differentiation

– Operational implications

– Impact on satisfaction

– Points of measurement

• How would you use this tool to consult internally with operations to evaluate and improve the brand experience?



Hot Button Analysis

• Respondents read proposed concept or marketing communications copy, circle words or phrases that are appealing, and cross out unappealing ideas.

– Gathers very detailed quantitative reactions to test material

– Useful starting point for discussion of strengths and weaknesses of a concept description

The exhibition creates a lively, participatory environment where visitors can enjoy

reliving Chicago's greatest moments in sports history, discover Chicago's unique

role in the rise of sports, and explore how sports reflect our identity as individuals as

well as members of a larger community, city, and nation. To meet the expectations

of visitors, the exhibition includes fundamental information on amateur and

professional sports and highlights of the rise of sports in Chicago, identifying where

Chicago is unique and where it is simply following national trends.



Hot Button Analysis

• Responses are coded and compiled to identify common “hot buttons”

– Font size reflects number of respondents who circled or crossed out phrase

– Color indicates net of positive and negative marks (red=negative, green=positive, black=neutral).

– Polarized responses revealed through examination of response distribution.

The exhibition creates a lively, participatory environment where visitors can

enjoy reliving Chicago's greatest moments in sports history,

discover Chicago's unique role in the rise of sports, and explore how sports reflect

our identity as individuals as well as members of a larger community, city,

and nation. To meet the expectations of visitors, the exhibition includes

fundamental information on amateur and professional sports and

highlights of the rise of sports in Chicago, identifying where Chicago is unique

and where it is simply following national trends.

Indicates type of experience most sought

Suggests emotional connection with subject

matter

Provides guidance for tone and orientation of presentation

Warns off content that

might turn off consumers



Measuring Brand Equity

• Definition: Set of assets and liabilities linked to a brand that adds to (or subtracts) from the value it provides

• Heavy focus on brand and service line attribute associations:

– % saying Hospital X has the best nurses

– % saying they prefer Hospital Y for CV services

• Brand familiarity (the “halo” effect) masks true brand strengths and vulnerabilities:

– Halo effect from any number of factors: familiarity, strong service line reputation

– Tends to spill over to other areas that respondents are less familiar with, i.e. if they’re good at cardiac, they must be good at OB . . . !!!

– Masks your vulnerabilities as well as your competitors strengths



Measuring Brand Equity

• How do you control this halo effect?

• How do you assess the true strengths/vulnerabilities of your brand?

• Brand equity analysis is an analytical technique Aeffect has developed to control the halo and better understand the competitive situation between your brand’s strengths/vulnerabilities as well as those of your competitors



Measuring Brand Engagement

• What is engagement?

– The extent to which a consumer is truly bonded, committed and loyal to your brand

• Heavy focus on measures such as preference and recommendation as key “dashboard” indicators

• Can be highly misleading:

– CFO: “Why are our preference levels higher/lower than our market share?”

– Fails to account for perceived competitive distance between brands




• Inherently, measuring engagement needs to be deeper and more multivariate than reliance upon one variable

• Melding multiple attributes helps to create a simple, yet readily comprehensible metric for assessing the degree of commitment andengagement to your brand—and your competitors




• Loyalty segments help array your market according to their awareness, preference, and degree of loyalty to your brand

• They provide valuable scoring metrics that can be added to brandtrackers and other research inputs

• Valuable cross-tab tool for tracking the orientation of the market as a whole, or investigating individual segments

Loyalty

segment 1

Loyalty

segment 2

Loyalty

segment 3

Loyalty

segment 5

Loyalty

segment 5


Agenda

• Introductions









Maximizing Your Research ROI

How can I leverage the value out of my brand research investment?

1. Engage in good up front planning with your internal clients and write a succinct statement of objectives:

• Don’t worry about methodology and technical issues—focus on identifying the brand challenge that need to be address

2. Don’t buy your research through an agency or outside partner:

• Appealing, easy, one less thing to do

• Questionable added value

• Needless markup

3. Stay away from “canned” data products:

• Your challenges and market issues are unique

• Actionable consumer insight is a huge differential advantage—why use the same data your competitor is accessing?

• Most “canned” products exist because they represent higher profit margins for research companies

• Product sell is a lot easier than a consultive sell


Maximizing Your Research ROI

How can I leverage the value out of my brand research investment?

4. There shouldn’t be any “black boxes” in your research:

• Your research partner should be able to explain and educate—work with you to make these insights relevant and actionable for yourorganization

5. Look for ways to integrate data sets across primary and secondary/internal sources:

• Community’s extension of the segmentation algorithm is functioning as a key integrator linking volume, financial performance and psychographic insight to guide brand development

brand research web - aeffectaeffect.com/img/aeffect-brandresearch.pdf · 2007-12-07 · innovations...

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