Research World 28 May June 2011

The ESOMAR magazine for marketing intelligence & decision making No 28 | May/June 2011
Mind games the client-side researcher 2.0

Less core research; more synthesis and consultation
what’s next for xerox?

an interview with sir ken robinson Using research to guide the Xerox brand to the next generation
2 Research World | May/June 2011
Research World | May/June 2011 3
The ESOMAR magazine for marketing intelligence & decision making
Published by
Editor-in-chief
Simon Chadwick
Editors Regulars FEATURES
Angela Canin, Kathy Joe
Sub-editor 6 8 regional profile
Christopher McLaren
Editor's note latin america
Editorial advisor
Getting Creative Uncovering new opportunities
Marco Bevolo
Editorial Board
39 36 trends
Vinay Ahuja of P&G
Rex Briggs of Marketing Evolution on the way up competitive intelligence
Ansgar Hölscher of Beiersdorf AG Riding the Mexican wave and market research
John Kearon of BrainJuicer
Friend or foe?
David McCaughan of
51
McCann Erickson Japan
Sean Meehan of IMD media scan 44 research in business
Contributors The digital world – quo vadis? the future of business
Jo Bowman, Robert Heeg, David Murphy, Research leaders demand change
Manfred Mareck, Surinder Siama 55 and transformation
Advertising sales
Daniel Migchels
marketing case history
Increasing sales by targeting 48 research challenge
business@esomar.org
Production co-ordinator
promotions to “draw” categories the skills of tomorrow
Mascha Ringers And how to get them
56
Design & Art direction
Fortune Street Esomar live
fortunestreet.com
Print 57
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Research World welcomes contributions 58

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techniques and applications from around the Calendar
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editorial@esomar.org.
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publication are not necessarily
CORRECTION
those of ESOMAR. Please note Shobha Prasad
co-founded Drshti Strategic
Copyright © ESOMAR 2011. All rights
reserved. No part of this publication may
Research Services, Mumbai India,
be reproduced in any form or by any means where she heads the qualitative
without prior permission in writing from the division. She won the Best Paper
publisher. Research World is published award at the ESOMAR Qualitative
monthly (10 times per year) by ESOMAR, Conference 2010 and is not CEO
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Drshi Strategic Research Services
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Tel: +31 20 664 2141. www.esomar.org as stated in our previous issue.

May/June 2011
14 COVER STORY
Mind games
an interview with sir ken robinson
18 HOT TOPIC 22 research issue 26 boundaries

THE ‘DARK CONTINENT’ the client-side What’s next for xerox?
LIGHTS UP researcher 2.0 Using research to guide the Xerox
Mobile access in Africa and its Less core research; more synthesis brand to the next generation
implications for market research and consultation
32 research in business 42 professional standards 52 research challenge

the right value data security seven ways to make a
proposition must improve bad commercial
We talk to Mauricio Adade, Processes to avoid financial ... and what you can do about it
the CMO of DSM and legal issues

editor’s note
Simon chadwick
Getting
Creative
I
n my line of work, I get to interact Never before was there a need more In our business, creativity leads to
with many different research pressing for a profession to show its impact. And impact is what we seek to
companies and professionals. Many of creative side. As Sir Ken Robinson says, achieve. What is the point of research if
them leave me really jazzed. Why? “creativity is a bottom line issue”. The it does not lead to insights that in turn
Because they are so creative, so world around us is changing at an lead to different business decisions?
disruptive and so challenging that you ever-increasing pace; the consumer is Anything less and we are left in the land
can’t help but believe that they will changing along with it; and, to meet the of “nice to know”. Nice to know does not
change the face of research. need of the changing consumer, businesses lead to successful decision making and
Many of the companies that leave me need to innovate ever faster to survive certainly is no guarantor of prospect of
jazzed are start-ups or young firms that and grow. Innovation requires creativity continued employment for researchers.
have a completely different take on what and creativity requires stimulation. If you doubt that, just look at what is
market research is, why it exists, why Our job, therefore, is to stimulate. No happening in public sector research in
they exist and what they are here to do. longer is it enough for researchers to be the UK where government skepticism
Even their names blazon their intent to the neutral, objective purveyors of about the value of research is leading to
do something different: Truth, Seek, information. We need to be advocates, mass layoffs of research professionals.
Revelation, Incites, Insight Exchange, provocateurs and change agents. We That’s the dark side. The light side is
InsightsNow!, BrainJuicer, Fresh Minds. need to take a stand. We need to tell the that this really is the age of Aquarius in
Not that the larger, more established story of the consumer, the market, the research – at least in the commercial
companies are not doing things that are business – and, in doing so, affect sector. Creativity and innovation is
equally creative, disruptive or strategy and strategic decisions. becoming the norm and the end game is
challenging, but perhaps it is more And this is where it all comes full effectiveness and impact. Sexy,
difficult if you are a large, established circle. In order to tell the story so that it inspirational and aspirational indeed
player to get that message out to the sticks, we need to be creative. In order
wider world. The point is that our world, to get to the underlying emotions of
the world of market research, is an consumers that drive decisions, we need
incredibly creative one. As Orlando to be creative. In order to even access
Wood puts it, it is a world where we are people so as to understand them, we
moving from the role of “insurer” to one need to be creative. In order to engage
of “detective”, one that is sexy, them in our insight detection processes,
inspirational and aspirational. we need to be creative.

regional profile: latin america
marcelo ballve
Uncovering
new
opportunities
Greater connectivity and the increasing spend of lower-income consumers are attracting
attention from marketers and research companies looking for growth
L
atin America proved surprisingly internet penetration is growing quickly.” Groupon, Facebook and Google all
resilient during the 2009 economic Because Mexico currently has announced investments in growing Latin
crisis and last year the region’s surprisingly low internet penetration (27% American operations.
main economies recovered well: of the population of 110 million according The digital audience measurement
Brazil grew 7.5% in 2010, according to to the Mexican Internet Association – the company comScore announced in March
the IMF. Having consolidated and country trails even its Latin American that Latin America’s internet population
internationalised in the last five years, the peers in this statistic) there is real increased 15% in 2010. 113 million people
regional market research industry is now short-term catch-up potential. aged 15 and older accessed the web
well positioned for the opportunities ahead. In Argentina, with about a third of either from home or at work. In Mexico,
Research executives and ESOMAR Mexico’s population, internet penetration the growth rate was even higher at 21%.
members in the region say they are looking is at 64%; in Colombia it is 49%; and in Colombia, Brazil, and Venezuela also
closely at lower-income populations, Brazil it’s 38%. saw growth above 20% for the year.
fast-growing countries and in particular “Advertisers and publishers are just
online research, since technology Online research beginning to realize the tremendous
take-up has proceeded so quickly. “Online research will grow as internet potential that exists for this channel
One IBOPE Mídia study published by penetration increases and the technology throughout Latin America,” says Alejandro
the research association ABEP in reaches new social strata,” says Alicia Fosk, comScore senior vice president for
Brazil found that online coupon sites in Martín del Campo, CEO and founder of the region.
the country had reached a monthly Qualimerc and ESOMAR’s Mexico
audience of 13.2 million in December, representative. “There’s also more interest Disconnects
and e-commerce sites 30 million. in measuring the impact of social media. However, there remain millions of Latin
“The whole online area is seeing very Latin America lagged in adopting social Americans in the region’s middle and
important growth in our countries,” says media, but growth has been extremely lower-middle classes who don’t access
Manolo Barberena, founder of Pearson rapid, attributable to our great appetite the internet. In some countries, research
in Mexico, part of the Kitelab research for maintaining and strengthening providers are hampered by a lack of
group. “For example, in Mexico we already interpersonal ties.” phone penetration, let alone internet
have roughly 75 million cell phones, and The technology industry’s new giants penetration.
more and more of those are traded in are taking notice of Latin America’s In Bolivia, the International
for smart phones - one reason why internet potential. In 2010 and 2011 alone, Telecommunication Union estimated in

2008 that only 11% of the population “As young talent ascends to decision- America’s largest economies for
accessed the web. Not surprisingly, making positions in research departments opportunities, so research studies in more
in Bolivia and among lower income at client companies and at research far-flung markets are in demand too.
consumers, face-to-face interviews in providers, it will mark a before and after Colombia’s growing and increasingly
homes still dominate the research in investments in online research,” says professionalised research industry
landscape. Online research in these markets Pablo Sánchez Kohn of Netquest Mexicana. boasts a new association named Ágora,
limits itself to high-income or professional “In three years or less online should created in February of this year with 16
niches, and even so remains rare. take off in Latin America and approach founding members.
“It would have to be a very specific a level closer to the global average. In addition, Peru is an economy that
segment,” says Ipsos APOYO Opinión y Netnographic techniques are already has attracted a great deal of attention
Mercado country manager in Bolivia yielding insights for online researchers recently for its investment grade
Violaine Felten. in Latin America, and researchers may designation, high growth (9.8% in 2010)
But online is making inroads. In use made-in-Latin America support and burgeoning middle class.
Central America - where countries vary tools such as the semantic video, text “Our markets have become attractive,
widely in penetration rates (from 10% for and image analysis software offered by and that has created a demand for
Nicaragua to 44% for Costa Rica) - Argentine start-up Keepcon,” Sánchez information,” says Rolando Arellano,
online data collection is becoming more Kohn comments. president of Arellano Marketing and
common as internet cafes and mobile One research multinational which ESOMAR representative in Peru. “The
technologies help bridge connectivity made a large bet on online Latin multinationals which are entering many
gaps, says Jorge Martín Frech, managing American research in recent years was of our countries for the first time have
director at Caribbean and Central Ipsos, which acquired Livra and its panel important information needs to understand
American specialist Mercaplan. He adds of one million Spanish and Portuguese- the market, shape their products and
that CAWI is becoming more common. speaking panelists in 2008. attain their goals more efficiently.”
Some researchers believe the real With global companies entering
reason for comparatively low levels of Search for growth countries like Peru, adds Arellano, local
online research in the region may not be Brazil and Mexico still account for over companies have begun to feel the pressure
internet penetration rates but resistance two-thirds of market research turnover of outside competition, and also have
amongst old-line research buyers and in Latin America. But international upped research consumption.
providers. research buyers are looking beyond Latin In Bolivia, another Andean economy

that has grown steadily in recent years – “The traditional middle classes are enter a mature phase in coming years.
an average 4.4% GDP growth between being supplanted by the new popular Perhaps double-digit growth will not be
2005 and 2010 - local clients are driving classes in terms of potential for the norm for every country’s research
research turnover growth, says Felten generating business opportunities,” companies. But for those practitioners
of Ipsos. says Ilan Lechter, general manager of on the lookout for opportunity, the deals
“Between 2006 and 2010 our business Colombia-based Lechter Americas. will be there.
from local clients more than doubled,” Because this emergent middle class “The global research industry bet big
she says. “And local clients are becoming accounts for as much as 75% of the on Latin America five years ago,” says
more daring in terms of the type of population in some countries, these still Lechter, “and they have been proven
studies they commission.” poorly understood consumers will drive right.”
But Latin America has always been market research opportunities going
an area of cultural and economic diversity, forward, adds Lechter, whose company
and not all economies are in boom mode. is also part of the Kitelab group.
Felten’s predecessor at Ipsos Bolivia, Arellano, of Arellano Marketing in Peru,
Luis Garay Langberg, who was country agrees that researchers and their clients
manager there for 13 years, now heads still have a long way to go in understanding
Ipsos operations in Puerto Rico. the emergent middle class in Latin America.
In that Spanish-speaking Caribbean Until recently, many of these consumers
Island of four million inhabitants, lived in a world apart from the formal
unemployment is still high and the economy and did their buying and selling
economy is still in recession as a result in street markets and other informal settings.
of its close ties to the sluggish U.S. “Now, studies are beginning to be
However, Garay believes that across the commissioned to understand them better,
Latam region MR will continue to benefit to identify their needs, and discover
from “market growth superior to the attendant opportunities,” says Arellano.
GDP growth of each individual country.” Among the industries that Latin
American researchers identified as being
New clients, new consumers likely sources of growth in the coming
For many researchers in the region, the years are financial services, pharma and
most exciting prospect is the emergence telecommunications. Presidential elections
of lower-income consumers. These are in Argentina and Peru this year, and in
working-class households emerging as Mexico and Venezuela in 2012, are creating Ian Lechter is general manager of Lechter
powerful drivers of corporate growth as opportunities for public opinion research. Americas, Columbia Rolando Arellano is president
they climb income brackets and begin In sum, it may be that the consolidation, of Arellano Marketing and ESOMAR representative,
to access branded products, financial internationalisation and blistering growth Peru Violaine Felten is country manager at Ipsos
APOYO Opinión y Mercado, Bolivia
services and communications technology. of Latin America’s research industry may

cover story
sir ken robinson
Mind games
an interview with sir ken robinson

Businesses that want fresh ideas and innovation need creative people. Sir
Ken Robinson says too many people have got the wrong idea about what
that means, and how to achieve it. Jo Bowman reports.
O
riginally from Liverpool in the north of England and Years ago, many businesses trained people for a specific
now a resident of Los Angeles, Sir Ken Robinson job and encouraged them to perform it more quickly. Thinking
was Professor of Education at the University of of a better way of doing things was positively discouraged. No
Warwick for 12 years and has advised governments, longer. “We’re living in times of revolution, collectively facing
international agencies and Fortune 500 companies on challenges that no previous generation has had to deal with,”
creativity, education and the economy. He has just released an Sir Ken claims. “If we’re to meet these challenges, we have to
updated edition of his 2001 book Out of Our Minds: Learning think very differently about ourselves, the people we work
to Be Creative. Robinson’s bugbear is the current state of with, and our children.”
education in the Western world. His position, in a nutshell, Much of the problem with the current devaluation of
is that a system designed during the industrial revolution to creativity in education and business is a failure to understand
churn out a mass of employees is no longer relevant to the what it actually is. “There’s a misconception that creativity
business world future workers will enter now. Society has is about special people, and the cult of celebrity perpetuates
come to prize science and academia as the realms of the that,” he says. “My argument is that we’re all born with great
clever, and the arts as a distinct, curious but slightly inferior creativity.” Thus the use of the term “creative industries”
world occupied by creatives. This view, he insists, is not only to describe fields such as music, film and advertising is
wrong, it’s intensely damaging, and reform is not enough. problematic because it implies that other industries aren’t
Education systems need to be transformed. For parents, Sir creative. To thrive, he insists, all industries and all businesses
Ken’s take on how school systems are failing to nurture their must be creative.
children’s talents and equip them for the world of work is
panic-inducing. For anyone running a successful business, New ideas, to order
it’s only slightly less alarming. That means all employers need creative people. But how to
The fates of education and business, he says, are intertwined. find them? And what is creativity anyway? Sir Ken’s own
“Most schools are suffering from a plague of standardisation definition is that it’s a very practical process that consists of
enforced by government, stunting (children’s) development in putting one’s imagination to work. “It’s the process of having
a way that’s personally tragic and economically catastrophic,” original ideas that have value,” he says. “Innovation is putting
he explains. “Most children think they’re highly creative; most good ideas into practice.”
adults think they’re not. This is a bigger issue than it may A business that thrives on innovation needs a steady stream
seem. So many people have a low view of their own talents, of these ideas. “Everyone occasionally has a good idea, but
what they’re really capable of, that people conclude they don’t the challenge is to be able to do that to order.” Identifying
have any talents.” people in a job interview who are likely to be creative is no
Why does it matter to business whether people are simple task. And, if Sir Ken is right in asserting that some of
creative or feel creative enough to describe themselves as the best ideas are the product of collaboration by a diverse
such? “For businesses, creativity is a bottom-line issue,” he team of people, how does a manager identify the person who
says. If people are emerging from educations without that will either come up with fantastic ideas, or help others to do it?
creativity, then that’s a problem. He refers to an international “First, people aren’t creative in general, they’re creative at
study by IBM, for which 3,000 business leaders were something, and people creative at something in particular
interviewed on the current challenges to business success. may not be creative at something else,” he says. One of his
Three strong themes emerged: businesses must be able to suggestions for assessing creativity for the workplace is that it
deal with the increasing complexity of people’s lives; involves a kind of audition process. “Put people in situations
organisations must therefore be adaptable to change; and where they need to demonstrate their abilities in the field that
they need creativity. you’re interested in, and you need to be clear to some degree

what type of originality you have in mind.” How do you measure all it’s about your own attitude. Lots of people deny themselves
their success? “You know it when you see it,” he says. “You can things that they would love to do because they feel they’re not
tell if people are being innovative and if what they’re doing and entitled to it, or they’re frightened of the risk of it.”
saying is genuinely interesting. You’re also looking for potential For future generations of business leaders and innovators,
– people who are able to respond to new training opportunities.” this means a radical change in their approach to education
If this sounds rather unscientific, Robinson says that doesn’t systems. There are plenty of fine teachers and administrators,
detract from its validity. “A lot of this is not an algorithm, it’s he concedes, but they work in a system that largely stifles
connoisseurship an d judgement. If you want to hire creative creative teaching and tailored learning, a system that, all too
people and you want the fourth Beatle, a good bit of that is a often, causes students to choose subjects because they’re a
value judgment, you have to feel it’s right. That doesn’t mean good fit on the timetable rather than based on their suitability.
that it’s without foundation. A very important part of cultivating These fundamental, structural problems are at the heart of
creativity is that you need to be cultivating judgement.” his call for change in the dominant culture and expectations
of education.
Anyone for coffee? Robinson is an advocate of alternative teaching systems
Sir Ken champions successful businesses which have embraced such as that at the School of One, which gives students more
the idea that anyone within an organisation can be the source individual teaching time and a personalised daily timetable
of creative ideas, and which invest in stimulating their staff’s that takes into account their progress and passions. Another
imagination – even if there’s no immediate quantifiable school he identifies as producing better outcomes is an art
business benefit. Pixar Studios, for instance, the animated film studio in Scotland called Room 13, in which the students –
company behind the Toy Story series and Cars, runs a aged just eight to eleven – comprise the management team.
university on site, where all staff are entitled to spend four They really do run it, and have turned the school into a
hours per week. Inevitably, they meet people they otherwise successful international business. Another approach, called
wouldn’t have, discover interests and abilities they didn’t Big Picture Learning, founded in the US and funded by the
know they had, and, often, end up working in a different role Bill and Melinda Gates Foundation, gives students responsibility
in the company – one they’re better at and happier in. “For for their own education and requires them to spend
innovation to flourish, it has to be seen as an integral purpose considerable time with volunteer mentors doing real work in
of the whole organisation, rather than as a separate function,” their communities. Assessment is based not on standardised
Robinson explains. IDEO and Google are also good case- testing but factors like motivation, demonstrations of
studies in fostering broad-based creativity. Creating a working achievement, and behaviour.
environment that positively encourages exchanges of ideas But that’s not to say that all students in what we might call
and is receptive to those ideas is something businesses should regular school now have dark futures ahead of them. “It’s not
all be doing, he says, although there’s no promise that it will as if (the system) doesn’t celebrate any form of ability, it does,
pay off. “It can help to have the groovy sofas and the but it doesn’t celebrate a breadth of ability.” The idea that
cappuccino machines, but there are no guarantees,” he warns. success in education is measured by students’ success in
“Creating favourable conditions is important if you can do earning degrees from a short list of well-known universities is
it, but the real chemistry happens in the connections between nonsense, he says. “Some people have the aptitudes and
people, and people are very sensitively attuned to that. If passions that the current system rewards, but it’s only the tip
you’re going to be leading a creative team, they need to feel of the iceberg. There are great schools everywhere, but they’re
that you’re serious about it and will take them seriously.” often doing well in spite of the culture, not because of it. We
How do you measure ROI on that? “There’s lots of evidence need to be celebrating diversity and individuality much more.”
from successful companies and organisations of the truth of The consequences of not making changes are already
these principles. The history of corporate life is full of corpses evident, Sir Ken claims, in the ranks of disenchanted young
and wrecks of organisations that didn’t keep up – companies people struggling in the face of high dropout rates and rising
that were household names but didn’t keep up and didn’t see youth unemployment. Interestingly, many young offender
change coming. It’s not as if the evidence is that if you don’t programmes that succeed in getting people back on track are
innovate, it will all be fine. The evidence is quite strongly to the personalised and tap into individuals’ talents in the way
contrary, so the need for innovation, I think, is demonstrable. Robinson has argued the school system should have done in
Whether your particular efforts will result in the innovation you’re the first place. “People say we can’t afford that; I say we can’t
looking for - of course you can’t guarantee that. All you can afford anything else.”
do is create the optimum conditions where it’s most likely to
happen. It’s an investment, not a sure bet, but it’s an investment
that you’d be very wise to make and very unwise not to make.”
Never too late

For those of us who are the product of education systems that
failed to bring out our creativity, Sir Ken insists there’s still
hope. “There isn’t a 12-step plan here,” he cautions. “It’s about Sir Ken Robinson
Is author of Out of Our Minds: Learning to Be Creative
confidence, personal commitment, circumstances … but above

hot topic
kyle findlay
The ‘Dark
Continent’
lights up
Mobile access in Africa and its implications for market research
M
obile technology is unlocking Figure 1: Africa is home to roughly a billion people in an
Africa. While it offers many area larger than Europe, India, China and the USA
challenges, Africa also presents
NETHERLANDS
many unique opportunities for BELGUIM
GERMANY
business and research. PORTUGAL SWITZERLAND
The continent of Africa is rainbow FRANCE
ITALY
SPAIN
hued, consisting of over fifty countries.
Nonetheless, it is still sometimes EASTERN
EUROPE
pejoratively referred to as the ‘dark
continent,’ a legacy of the 19th century UNITED STATES
tabloid-friendly adventures of explorers
like Mungo Park and David Livingstone,
and literary classics like Joseph Conrad’s INDIA
Heart of Darkness.
For much of the 20th century, the
continent struggled to extricate itself
from its colonial past. Throw in
confounding factors such as wide- CHINA
spread disease and famine, and it is no
wonder that Africa has been slow to
find its feet. Recently, however, things UK
have begun to change rapidly.
Africa is now a land of opportunity,
JAPAN
with a billion people clamouring to be
welcomed into the fold of 21st
Image source: Information Is Beautiful
century business.

Figure 2: Most people in Africa own a mobile phone,
even if the number of tech devices owned in general
is firmly tied to GDP
Number of technology devices owned Mobile ownership (%)
this point. “Up until now,” he explains, “it

has been about the cheapest SMS/voice
phones and the lower end feature phones.
However, this looks to be changing where
the new Huawei IDEOS $100 Android
phones are coming on the market. There
Emerging Developed
is finally a low enough price point on a
smartphone that people are willing to
Uganda
Benin
Tanzania
Ghana
Kenya
Senegal
Cameroon
Nigeria
Pakistan
Vietnam
India
Philippines
Indonesia
Morocco
China
Thailand
South Africa
Guatemala
Brazil
Mexico
Malaysia
Chile
Argentina
Russia
Saudi Arabia
New Zealand
Italy
Spain
Korea
Japan
France
Taiwan
UK
Germany
UAE
Sweden
Canada
Australia
Netherlands
Hong Kong
USA
Singapore
spend more money on getting them. I
believe this is an inflection point, though
the real impact won’t be felt for another
GDP per capita year or two, when these phones become
second-hand and trickle even further
Source: TNS Mobile Life, 2011
down the consumer chain.”
There is a catch, though. Opportunities countries are almost as high as those in Africa Leading the Way
exist for those who can fulfil the new developed countries, however the mobile What has become clear in the African
found needs of African customers on channel comes with certain considerations. mobile space is that African customers
their own terms, rather than imposing Foremost among these is the in general use their mobile phones in
developed world paradigms. As Gavin capabilities of the phones that the a particular way. Based on his own
Marshall, head of innovation for Mxit, majority of customers own. Most experiences on the ground, Hersman
South Africa’s largest social network, own older feature phones. While some observes that “people in Africa really use
puts it, “needs always create a vacuum might be able to access the internet, all the features on the phone, whereas
which pulls the market in a direction. this is not a feature that can be relied (especially on feature phones) their
The trick is to find out where those on. According to Dharmenda Jain, group Western counterparts tend to only use
vacuums are and to start creating stuff head of data processing for TNS RMS a few of the features.”
that fulfils the need.” West Africa, “mobile usage is limited to Indeed, TNS’s own research has
basics like voice and SMS. Only 9% of highlighted the differences in usage
The African Challenge the total mobile penetration use mobile patterns between developed and
While African countries represent a for internet or any other data services.” developing countries (see Figure 3),
gleaming opportunity, there are significant “You have to assume that the majority demonstrating that mobile phones are
hurdles that need to be overcome. These of mobile devices are low spec,” agrees the preferred platform for a wider
include a legacy of poor investments in Rob Jones, head of information systems range of activities (especially banking
power and telecommunications networks, & technology for TNS Research Surveys and entertainment functions like gaming
low literacy levels, and less competitive in South Africa. “Blackberry, Apple and and music) in Sub-Saharan Africa.
business environments dominated by a Android are not representative.” The internet is still novel to the many
few incumbent players. The dominance of feature phones is Africans who have yet to gain access to
Further issues relate to the very nature by no means assured going forward, desktop computers. Consequently,
of Africa itself. Considering that the though. Bob Burgoyne, who focuses on African mobile businesses are scrambling
African continent is larger than Europe, the Kenyan technology sector for TNS to make up for lost time. In some cases
India, China and the USA combined, it RMS, says that while Nokia feature phones they are leap-frogging their developed
should be no surprise that it is comprised still dominate, they are witnessing an world counterparts, as in the case of
of an incredibly diverse collection of increase in the use of Chinese smartphone M-PESA, a mobile banking platform that
cultures. This represents a challenge handsets, both legitimate versions and has given millions access to banking for
from a business perspective, as its many knock-offs. the first time in their lives.
different regions rely on a vast array of Erik Hersman, the co-founder of Services like MXit, Ushahidi and
languages and customs. Ushahidi, an open-source crowdsourcing M-PESA have proven that Africa is a
platform that first came to global fertile product development environment.
The Mobile Challenge awareness for its key role in covering the Its extreme limitations force businesses
Mobile penetration rates in African 2008 Kenyan election crisis, expands on to employ unprecedented creativity in

Figure 3: African customers use their phones in
different ways
Preferred devices for activities
Sub-
North Dev Emerg Saharan
America Europe Asia Latam China MENA Asia India Africa
Digital music
Calendar
Navigation
Transfer files just offering it to clients and highlighting
Bluetooth
Games
the advantages. I don’t think they will
Video calling necessarily have thought of it themselves,
IM
Internet access
but when they see the advantages, they
Download content should be interested.”
Download apps Burgoyne’s points underscore the
Email
Banking value of internal adoption of these
Edit images and videos methodologies, which comes with its own
Read eBooks
Browse the internet set of considerations, including the setup
Social networking of IT and data infrastructure that is capable
Edit documents
Online shopping of reliably handling new types of data flow.
Prefer PC Prefer mobile Prefer tablet
Adopting mobile methodologies is not
an overnight affair. As Jain points out, it
Source: TNS Mobile Life, 2011
requires change management and concept
selling, both internally and to clients.
designing their offerings. Such a climate reliability, the increased importance of For mobile methodologies to truly
promotes streamlined products that battery life in far-flung rural areas, and penetrate the market research industry
cater to the lowest common denominator. the safety of, for example, field workers in Africa, they need to be thought of
This has been a boon in Hersman’s eyes: walking through shanty towns with the as the de facto standard that proposals
“We know that if it works in Africa it will latest iPad 2. Throw in a lack of easily are built around. This often requires an
work anywhere.” available talent, high transportation costs organisational rethink. However, the
and high call costs, and the challenges potential rewards are many, as companies
Market Research in Africa might initially appear insurmountable. move to unlock the birthplace of humanity
The dearth of smartphone capabilities However, these challenges are being for the first time. In the interim, the
has been a significant stumbling block overcome through smart design and needs of African countries will continue
in the adoption of existing international innovative thinking. to grow, as will the opportunities for
mobile platforms in market research. Possibly the largest hurdle standing meaningful research.
Miloshen Pillay, a solutions developer in the way of widespread adoption of
for TNS Research International in South mobile research methodologies is poor Sources
Africa, points out that it is often impossible buy-in from businesses due to a lack of 1. “World Population Prospects: The 2008 Revision
Population Database.” Esa.un.org. 2009-03-11.
to adopt existing mobile solutions clear points of view and expert opinions Retrieved 2010-12-29.
because they tend to rely on a level on the subject. “Mobile growth has been 2. The Real Size of Africa: informationisbeautiful.
of connectivity that is not consistently recognised by everyone,” Jain says. net/2010/the-true-size-of-africa/
available in many African markets. “However, there have been few cases
The perfect solution, according to Pillay, where clients asked for the mobile
needs to be capable of operating on any research. I believe the concept of mobile
type of mobile device. This is a difficult research is still being seen as nice to
goal, but one that offers much potential have at this point in time.”
reward for those that can achieve it. Part of the difficulty involved in moving
Face-to-face data collection is still clients from a “nice-to-have” perception
common, according to Dharmendra Jain, of mobile to full adoption relates to the
partly due to a lack of infrastructure, term itself: “mobile” means different
and partly due to low literacy rates, which things to different people. According to
make self-completion tasks problematic. Burgoyne, “I think we have to be careful
However, many research houses are in differentiating the medium and the
taking tentative steps towards adopting methodology. In terms of the medium,
mobile methodologies. There are a few for lots of African clients, mobile Kyle Findlay
uniquely African considerations that marketing is going to be important and Is senior research & development executive at TNS
come into play with these approaches, they are already thinking about it. For Global Brand Equity Centre, South Africa Email:
Kyle.Findlay@tnsglobal.com
though, such as telecommunications the methodology, it is more a case of us

Cathrine Finnema

research issue
scott christofferson & beverly chu
The client-side
researcher 2.0
The skill profile is evolving with less core research and more synthesis
and consultation for greater business impact.
T
he role of the market research department has evolved Figure 1: The evolving role of market
from data provider to consultative partner over the last research
15 years or so. The first major step in this transformation
was insight. But insight alone is insufficient for real
business impact: today’s market research team must be a
consultative thought partner to the business, in addition to its
traditional duties. This requires staff to spend more of their
time on consultation and synthesis and develop stronger
Business Value
capabilities in those areas. This is not just a matter of training

New Learning Accumulated
and experience: leaders need to help staff discover their own from Projects Knowledge
development opportunities, establishing processes to support
synthesis, and aligning roles to each team member’s strengths.
Companies used to hire market research staff primarily for Time
their core research execution skills. Once this early research
gave marketing teams a baseline understanding of their Golden Age of From Research The Knowledge Era
Consumer Research to Insight
customers and consumers, they began to place a premium on —— Business decisions
become more complex.
—— Qualitative techniques —— Interpreting the “so
Conditions
consultation and insight. Indeed, a Market Research Executive become more scientific. what” becomes more —— Information sources
—— Computing power makes critical. proliferate.
Board (MREB) survey of 1,681 internal business partners in 36 quant practical. —— Research becomes a —— Societal attitudes and
—— New studies add high decision supporter, not survey fatigue skew
large companies shows that 61% want market research to play value given low level of information order taker. samples, making core
research less reliable.
a strategic partnership role, but only 29% believe it does so today. existing information. —— Truly new information
scarcer. —— Volume of past research
More recently, we see leading companies finding greater reduces value of new
learning.
business value in what they already know than in the next
marginal point study (see Figure 1). But harnessing accumulated Smart research functions Smart research functions Smart research functions
Research
Reaction
perfect methodologies focus on insight and focus on building,

knowledge uses different skills from executing research studies. and project mamagement. adoption (at project maintaining, and
conclusion). communicating
Specifically, it requires synthesis skills like cross-project analysis foundational knowledge.
and nonlinear thinking alongside higher-order consultative
skills like influence and storytelling. Source: Market Research Executive Board, Break the Cost-Impact Trade-Off:
Client-side heads of market research already recognize Capitalise on Existing Knowledge, Washington D.C.: The Corporate Executive
Board, 2010.
this: of the 100 who responded to MREB’s Research Skills

Diagnostic in 2010, 97 prioritised consultation or synthesis —— Help researchers self-discover their development needs. In
over core research skills for further development on their teams. other words, build “will” before training or coaching the “skill.”
—— Build platforms to support cross-project synthesis. Structure
How are we doing? from leadership significantly lowers the burden on staff.
Managers perceive their staff as relatively weak in these areas —— Play to researchers’ strengths. Individuals who are strong
today (see Figure 2). in all areas are scarce; winners redesign work flow to
Staff (n=377) do not share this view, which most likely employ the distinct strengths of different team members.
reduces their motivation to improve. While market research
heads generally see synthesis as the weakest skill on their Many researchers pursued their current career because of their
team (2.9 on a five-point scale), with core research as the intellectual curiosity and love of analysis and insight generation,
strongest (3.8 on a five-point scale), staff view their skills sets not to be business consultants or influential communicators.
to be relatively equal in strength (3.55 on a five-point scale). This can also colour their interpretation of situations where
The largest perceptual gap lies in the synthesis category. their research doesn’t have the impact they desire. For example,
Market research heads and staff do not share a common when a business partner isn’t convinced to act on an insight,
vision of the future for applying these skills. Heads would have researchers overestimate the impact of holes in the evidence
their department spend roughly equal time on (1) core and business partner irrationality and underestimate the impact
research activities, (2) consulting with business partners, and of their own business acumen and influencing skills. It’s no
(3) management and synthesis of knowledge. But staff would wonder we see the perceptual gap reported above!
ideally spend more than half their time on core research But you cannot train or coach new skills that staff are not
activities and just 21% of their time consulting. motivated to learn. Rather than telling their teams about the
importance of consultation and synthesis skills, leading
The road ahead companies are showing them – letting their bright and capable
Heads of market research believe – and MREB research researchers draw the conclusion themselves.
confirms – that both synthesis and consultative skills can be Building and sustaining synthesis efforts is difficult for
developed among existing staff. But development is not easy; researchers on their own. We have seen companies in a range
we see the most successful companies pursuing three of industries – such as pharmaceuticals, FMCG, hospitality, and
complementary approaches: technology – develop powerful platforms to promote synthesis.
Figure 2: Skill strength: research heads’ Average team ratings
Developed Synthesis Skills Consultative Skills Core Research Skills

5
Weak: Needs
Inprovement 1
Cross-Project Analysis
and Insight Generation
Nonlinear
Thinking
Assembly and Sharing of

Cross-Project Findings
Systems
Thinking
Ability to Influence
Business Partners’ Decisions
Translation Between Business

Objectives and Research Results
Storytelling
Creation of Quality
Recommendations
Business
Acumen
Proactive Indentification
of Research Opportunities
Building and Maintenance of

Business Partner Relationships
Listening
Results
Presentation
Methodology
Expertise
Social Scientific
Expertise
Digital Media
Expertise
Industry/Company
Expertise
Report
Writing
Single Project Analysis and

Insight Generation
Assembly and Sharing of

Single Project Findings
Project
Management
Source: Market Reserch Executive Board

CASE STuDy: BuSINESS ACumEN CASE STuDy: DEDICATED ROlES
DEvElOPmENT CENTER
the coca-cola company is one of the world’s largest soft Motorola Mobility is a leading manufacturer of wireless
drink retailers and manufacturers. also known for sprite, telephone handsets and accessories, set-top boxes, and
powerade, and other beverages, coke offers more than 500 video distribution systems.
brands in more than 200 countries.
Situation:
Situation: Motorola sought increased impact by creating dedicated
coca-cola’s research team had the opportunity to work on roles. a careful analysis of the research team demonstrated
important strategic projects, but few yielded the strategic not only clearly distinct consultants and research managers,
impact desired. the head of research diagnosed the but also individuals with valuable strength in scarce
problem as insufficient business acumen on the team, but synthesis and consultation.
even high-potential researchers did not realize that their
Action:
level of business understanding fell short of executive
Motorola Mobile devices restructured its consumer insights
expectations.
department and specialising staff into dedicated roles:
Action: — insight Managers (10-15% of headcount): integrate
recognising that self-awareness best comes from existing data for insight across key strategic or tactical
experience, coca-cola created a development center to topics.
simulate strategic problem solving and dialogue with real core
— research Managers (approximately 50-60% of
senior executives. they architected the experience to headcount): Manage primary and secondary research
maximize the return on senior executive time and ensure and advanced analytics.
that researchers would get actionable feedback on their — consultants (35-40% of headcount): help business
business acumen. partners apply research and insights to develop better
decisions and strategies.
Result:
center participants, now committed to deepening their Note:
business understanding, have accelerated into important Motorola Mobility’s consumer insights team held an
positions within the company. one researcher, for example, all-day team workshop where individuals in different
was promoted to head of insights for Eurasia and africa roles collaborated to clarify responsibilities, create buy-in,
within one year. Equally important, senior executives and understand the value of all three groups’ contributions.
welcomed the training and volunteered their time.
Result:
Besides enjoying better role fit and task efficiency, the con-
sumer and market insights team maintained its high level
of impact even while reducing its resources significantly.
one company identified core business drivers that cut across these two strategies cannot solve all skill-related
categories and geographies (e.g., brand, channel, consumer), challenges. our ongoing work, for example, points to a need
turning a vague “synthesis” goal into a specific set of topics for further innovation in areas like synthesis techniques and
meriting a documented point of view. these documents communication tactics. But they represent material progress
established a knowledge baseline for all future research in transforming the market research function’s role and
efforts. another company placed its synthesized knowledge increasing its contribution to business success.
into a wiki-style intranet site, making it easier to syndicate and
keep up to date.
Even with these efforts, it is unlikely that an entire team of
technically skilled researchers will also become excellent at
consultation and synthesis. our aforementioned survey of
heads of market research shows that fewer than half believe
that their whole team has the aptitude to develop strong
consultative skills. yet 99% of them are looking for “bionic”
researchers: strong consultative skills and strong core research
skills. this approach seems sure to disappoint.
a number of MrEB members have built bionic teams
instead of bionic researchers. the approach is somewhat
controversial, because it requires breaking up the well
established client-service model wherein a single research
manager assumes end-to-end responsibility for meeting a Scott Christofferson is managing director and Beverly Chu is a research
analyst with the Market Research Executive Board.
business partner’s need.

boundaries
laurence n. gold
What’s next
for xerox?
A
Using research to guide the Xerox brand mong all the business-to-business brands in the world,
Xerox stands out as one of a handful in the rarified
to the next generation space at the top. The company has developed its
brand so effectively over the last fifty years that it
has become a household name among consumers, even though
it does not offer consumer products.
The chief steward of the Xerox brand is Christa Carone, who
has been with the company for the last 15 years. She was
appointed vice president of the corporation in May 2008 and
has served as its chief marketing officer since September 2008.
In our interview, I asked Carone to tell me the story of the
Xerox brand and to describe the contribution of market research
to the branding process of B2B companies in general, and Xerox
in particular. It’s a tale you don’t hear very often.
What is your role at Xerox and what challenges do you face?

I take a great deal of pride in the fact that I work for such a
fabulous brand. As CMO, I have responsibility for many elements
of our marketing strategies and the marketing mix, including
what we do with brands management, advertising, public
relations, experiential marketing, interactive marketing and
internal communications, as well as looking at the various
opportunities we have to deliver integrated messages to the
marketplace. I am responsible for marketing both the brand
and the corporation, and I work very closely with all of my
colleagues around the world to ensure that we are bettering
the awareness for the Xerox brand and driving consideration
for our breadth of offerings.

One of the biggest challenges we face right now is that we to improve their productivity, but also the messaging that can
have a brand which is more than 50 years old. Xerox is incredibly resonate most with customers and prospects.
well respected and we have very high brand awareness, but We lean heavily on market research to understand the voice
perception of the Xerox brand is still very heavily weighted of the customer, and an important element of research is to
towards the legacy product for which we are best known, the understand where we sit from the competitor’s perspective.
copying and the printing business. In fact, half of our revenue So research tends to be closely aligned with what we’re doing
now comes from services, such as process services, IT, outsourcing to generate more leads in the marketplace through our different
services, and some document management. We are starting offerings. On a higher level, we do a good amount of market
to help people shift their perceptions of the Xerox brand, research to understand the effectiveness of our creative
a huge challenge and focus of our organisation right now. executions and to determine whether we are moving the needle
on brand perception. We do rely on brand equity tracking that
Would you describe Xerox’s marketing philosophy, your we measure on a regular basis, in order to get a sense of whether
strategy and the story that you try to communicate? or not our marketing investments are making a difference in
Our marketing philosophy and strategy are relatively simple. the marketplace.
We try not to over-process what we are trying to do in the
marketplace. We use our marketing initiatives to look at Where do you see market research succeeding in the B2B
everything through the lens of truly generating awareness for sector, and where is it failing or in need of improvement?
the Xerox brand in our offerings. Are we shifting perceptions I do think research is helpful for us when we are looking at it
of the Xerox brand? Are we starting to build and drive through the lens of the competitor’s perspective. We really like
consideration for the Xerox brand? Are we generating actual to understand where we fit in terms of competitive positioning;
leads? If I am following that path and doing it effectively, I feel if there are any gaps, obviously we adjust to fill.
comfortable that our marketing investments are well aligned. I’m not sure about where it’s failing, but I do have concerns
Our story is pretty clear, and also practical and simple: we about the cost of doing market research. In my view, we should
talk to the marketplace about the breadth of Xerox’s not rely too much on market research to be a guiding principle
technology and services, very firmly wedded to the B2B for everything on which we base investment decisions. I do
marketplace. We are not a consumer brand. Even though we think that it’s important that we do “gut” checks as well. As I’m
have consumer brand awareness, our business is firmly in always telling my team, not everything can be counted and
the B2B base. We are very well known in office environments, sometimes you need to just have really strong, good, solid
we are very well known in businesses, small to large, and our business judgment and a good check of your gut to see if some
message to the marketplace is that when you have Xerox at of the elements of your marketing are appropriate. I’m not
your side, either through our technology or the breadth of sure I would say it’s a fault of market research per se, but it’s
our outsourcing services, it gives you, as a company, more sometimes easy to depend more on the research than on your
freedom to focus on what matters most – your core own judgment.
competencies, your core business. Therefore, we are able to
help customers free up time, free up resources so that they At Xerox, what marketing activities does market research
have more flexibility to focus on their real business. get involved in?
It’s involved in just about everything. I can cite a recent experience:
Our focus today is on market research. Specifically, what we had market research very much involved in the brand
role does market research play in contributing to the campaign that Xerox launched in 2010, the most significant
bottom line of B2B companies such as Xerox and what brand advertising campaign in our history. We did a great deal
are some examples of that contribution? of research leading up to the launch of the campaign, and it
To be sure, research plays a very important role in helping to absolutely informed the creative execution. Now that we’re in
inform the investments that B2B companies are making, not markets, we’re depending on research to give us a good sense
just along the lines of what customers may be seeking or need of how the creative is being interpreted in the marketplace.

We’re doing a tremendous amount of brand equity tracking media?” For us, there isn’t anything that comes to me right
and using other components of our research to give us the now that doesn’t have a social media angle to it, and there
confidence that our investments are generating return and isn’t anything that we are doing outbound or inbound that
moving the needle on our brand. isn’t related to social media.
Can you give us some examples of where market research Do you have a market research programme that monitors
is particularly effective for you in your marketing efforts and measures the results of your social media efforts?
and programmes? We do. Listening is one of the big, important first steps in any
I would say that the global brand equity tracking that we do is type of research component of social media. We put formal
very effective for us. It’s unaided research, so it gives us listening in place and we’re understanding conversations that
basically the temperature of how our particular target audience people are having about the brand and about our particular
is perceiving the brand and is perceiving Xerox’s influence in offerings. We have real-time listening feeds that we are
certain areas of the market, especially compared to our assessing literally on an hourly basis - if not even faster. That
competitors. It’s getting that barometer check on perception type of programme monitoring is a very important aspect of
of the Xerox brand, which is influenced by a number of how we play in the social media.
different elements, including earned media, paid media and
owned media, so that we can start to influence the brand’s
perception. Brand equity tracking is something that we pay a
lot of attention to and is an incredibly important aspect of our
market research.
Are there some areas of Xerox marketing that market

research doesn’t really contribute to, or has a difficult time
contributing to?
There’s nothing in particular that I would point out right now. I
do think that there are times that when we go with our gut,
we are going to miss on those decisions. But other times it’s
going to be a big win, so we like to have a good balance of
both using that firm data generated via market research, and
being willing to trust in our own judgment as well.
Moving specifically to social media and social network

activities, how does Xerox take advantage of these
new tools?
As is the case for a lot of other people, this is just a way of life
now. It’s become business as usual for us, and social media is
an essential part of our marketing mix. It’s included in every
single component of our programme planning. We are very
actively involved in promoting the brand and trying to meet
our key objectives, and we use social media to do that. So I
am often telling people - and we’ve been talking about this for
a couple of years - it’s changing every single day, so there is
always something new. But it shouldn’t be new for marketers Christa Carone is CMO at Xerox and Laurence N. Gold is the editor and
publisher of Inside Research
to be saying, “Oh, what should we be doing about social

Billy Clark

research in business
robert heeg
THE RIGHT VALUE

PROPOSITION
We talk to Mauricio Adade, the CMO of DSM

about the role of market research in his company.
D
SM has transformed itself over the decades from an Do your peers generally understand that?
outdated mining company into a modern global DSM is a corporation with diverse business groups. Some of
corporation in life and materials sciences, with annual them see market research as a very important tool and invest
net sales of around ¤9 billion. Its CMO, Mauricio quite a bit; others don’t regard it as a top priority. There is
Adade, tells us why this transition wouldn’t have been possible always room for improvement, and we have opportunities to
without market research. enhance market research in the various businesses. Some of
them are doing a very good job, in other places we can work
As an experienced marketer, how would you describe the in more sophisticated ways.
supporting role market research can play in your everyday We have set up a couple of programmes over the next few
business? years and one of them relates to the question of how to get
Market research can be a very important marketing tool in a good translation of the trends in the market, and the trends
helping to develop the right value proposition for innovation that our customers are seeing. The information is available, but
and differentiation. If you want to understand what is out we need to translate it into insights that support our business,
there and apply the right techniques for the various business and this is a big issue. The amount of data is enormous but
segments, you can get a tremendous amount of differentiation what can be done with this information and how can it
out of it while speeding up time to market and having the be made relevant for us? How do you bring business value to
right conversations with your customers. In business-to- your customers with the information you have?
business companies research normally stops at the customer,
but in my opinion it should go all the way to the customer of So you know too much, rather than not enough?
your customer, because only if you understand them can you Exactly. A major pillar of DSM relates to fostering and furthering
have the right conversation, speak the same language and external and customer orientation. We need to understand
add value. Moving further up the value chain can give you what is happening around us and not spend too much time
a tremendous advantage; it helps you to differentiate and be on endless internal debates, an issue common to many big
innovative from a service point of view. corporations. In relation to market research we need to:

1. Have the discipline to venture out into the marketplace What are the specific challenges for market research in the
rather than staying in our comfortable offices. pharma and nutrition industries?
2. Ask ourselves where we should go, for what reason and It’s a challenge to combine mega-trends and major trends to
with whom we should talk. generate value for your corporation. For example, one of the
3. Define the right approach: what kind of questions do we mega-trends for food companies is nutrition. The more
ask, what kind of information are we looking for? nutritious the food, the quicker consumers will choose it.
4. Translate the information. This is where market research The challenge for food companies is to make their food more
should go beyond getting data, and support us in nutritious, whilst retaining the same good looks and flavour.
digesting and interpreting the information we receive. The second challenge lies in the regulatory restrictions
controlling how you communicate these nutritional values to
Does market research do enough to make data user friendly? the consumer. You have to be clear that the product is not
Some companies have understood the message and are going a medicine. These challenges can be overcome with the help
a step further by not sending a 300-page report. Today, with of market and consumer data. The pharmaceutical industry
increasingly easy accessibility to information, you have to has gone through different cycles. Recently, more and
structure the message. Some companies are pioneers and, more generic drugs have been entering the market as many
before producing any kind of report, are sitting with companies of the patented drugs go out of patent, so it’s a challenge
to figure out what your business is about, the business portfolio, to understand how to play the market in the future without
the culture of the company. And then you can add more value. losing focus. Again, good market research can help people
But we are just starting this process; the majority is still issuing make the right decisions.
the standard reports, promising that if you buy them you’ll be
smarter. But in the future I think the more experienced DSM has reinvented itself over the decades from a chemical
companies will start to get closer and translate information. company to a multinational life sciences and materials
sciences-based company. How has market research helped
What types of market research does DSM conduct most? this transformation?
It varies. We do a lot of secondary research, desk studies. For Market research is relevant to all the parties in the value chain.
major projects we work in a more structured way. It can be of Normally people consult it only when introducing a new product
tremendous value in b-to-b to move in the value chain and see or innovation, but I think market research can be a tremendous
what the customers of your customers think of your products. source of information throughout a product’s lifecycle. Knowing
Not only online, but also in focus groups. For example: in more and having better knowledge can be a tremendous
nutrition we supplied ingredients for the food industry and differentiation factor.
dietary supplements. We fabricated a concept of a food For example, in our corporation we review our strategy every
product containing our ingredient, and did an internet-based five years during our corporate strategy dialogue. A very
survey to check the acceptance, see how it resonated. We important piece of this process is dedicated to understanding
wanted to know if people would be prepared to buy it and the external world, the macro-understanding. What are the
what the perceived value would be. So even though we don’t most important trends? Which factors will impact the overall
market the end products, we need to find out if the addition of world situation over the next few years? And then you cascade
an ingredient to a soft drink or a soup would enhance the this down and ask how do we as a corporation best contribute
product for our customers. to the new situation? Market research has been instrumental in
This gives us a better understanding of how to engage with defining DSM’s impressive transformation. We have been able
not just the people in purchasing, but also in marketing. We can to become the company that we are today because we
now have a real conversation with them instead of just telling invested a lot of time and resources in understanding the
them the scientific facts about our ingredients. world around us.
In our field we have to think hard about how to have a And as a global company, DSM has to understand the
constructive and value-added conversation with people in big differences between its many international markets. A key
client companies, who normally speak a different type of element of our strategy in moving forward is paying attention
language and don’t like talking about science. Or they are to the different regions of the world. You simply cannot
looking for simple ways to communicate their final product to survive anymore by exporting what sells in Europe. In the food
their consumers. So we need to know about b-to-c marketing. and beverage industry – both of which are very important to
DSM is investing a lot of effort in this and we fully support it us – they know about the different habits worldwide and this
from a marketing perspective. plays an important role.

If you don’t understand the cultural differences or
preferences in taste, it’s difficult to develop products for these DSM
markets. Some research suppliers get it, but there is an increasing
number of local suppliers that do the job better, for instance Few companies have undergone such a remarkable and
because they know how to ask the questions locally. So global successful transformation as DSM. It was founded in 1902 in
companies specialising in market research should understand Netherlands as a state-owned coal mining company. By the
the various regions better. The same methodology doesn’t time the last Dutch mine closed, in 1975, DSM had already
apply everywhere. DSM has increasingly decentralised its begun to specialise in chemicals and fertilizers. Nevertheless,
organisation and our own people are located in different parts the firm decided to continue to use the acronym of its
of the world. That’s where it all starts. original Dutch name, De Nederlandse Staatsmijnen (Dutch
State Mines). DSM was privatized in 1989, and in 1998 it
merged with Dutch food products and biotechnology group
Gist-Brocades. Among several acquisitions was the 2003
Mauricio Adade takeover of Roche’s nutritional products business, including
vitamins.
Mauricio Adade’s career started at Bayer, in his home
country of Brazil. In 1988 he moved to F. Hoffmann-La Today, DSM supplies solutions for food and dietary
Roche in São Paulo, where he became regional marketing supplements, personal care, feed, pharmaceuticals, medical
director. He worked for the same company in Mexico and devices, automotive, paints, electrical and electronics, life
Singapore, and was named vice president of the Global protection, alternative energy and bio-based materials. This
Industry Unit Food Pharma in Roche Vitamins’ headquarters makes DSM one of the leading global companies in health,
in Basel in 2001. After the division was taken over by Royal nutrition and materials, with annual net sales of around €9
DSM in 2003, Adade was appointed executive vice president billion. Headquartered in the Netherlands, it employs some
and head of global marketing of DSM Nutritional Products 22,000 people worldwide.
and, in 2006, president of DSM’s worldwide Human
Nutrition and Health Business Group. Since July 2010 he
has been the firm’s chief marketing officer.
Why research counts

Mauricio Adade summarises why market research contributes
to DSM’s bottom line:
1. Market research gives you insights into what adds business
value to your customer.
2. It is instrumental in generating innovation, not just in
products, but also in business innovation and new
business models.
3. Market research generates differentiation, and this works
in two ways. From the service you can provide to your
direct customers, helping them to understand their
customers. If you come with a value proposition, it is
something that resonates immediately.
Mauricio Adade
Is the CMO of DSM

trends
enrico codogno
Competitive
Intelligence and
market research
Market research has often cold-shouldered competitive
intelligence – but could the two be complementary?
C
laims for the relative superiority for established technologies; new —— Purchasing
of market research or competitive markets; public opinion; the —— Corporate librarians
intelligence might be giving backgrounds of key decision-makers; —— Operations
way to a growing consensus, shifts in demographics; the abundance —— Investor relations
especially in North America, that the two or scarcity of raw materials or their —— Media relations
methodologies complement each other substitutes; and changing client demands. —— Information technology
by providing different capabilities to serve —— Market research reports
the interests of clients. This maturity among Internal and external sources —— Client database
research professionals may be improving One of most important attributes of a CI (business intelligence)
the standards of actionable intelligence department is that it can create an —— Strategic partners
provided to key decision-makers. internal and external network of —— Suppliers
Competitive Intelligence (CI) is not information sources to establish a body —— Distributors
industrial espionage. Nor is it simply of knowledge on the competitive —— Product/account managers
gathering newswires or surfing the internet. environment by collecting and analysing —— Senior executives
CI is the ethical gathering and analysis data from sources that sometimes do
of data dealing with the competitive not communicate with each other, even External sources of information include:
environment (including products, within the same company. —— Senior executive biographies
customers, competitors, new technologies, This contribution brings together —— Financial statements
legislation, demographics etc.). Analysis information from a diverse set of sources, —— Patents
is then used to transform this data into including market research reports and —— Visits to competitors’ locations
actionable intelligence to guide corporate analyses of client data bases, and can be (includes mystery shopping)
executives in their decision-making. used to develop a profound understanding —— Published market research reports
The competitive environment of the competitive environment. from third parties
consists not only of known competitors An audit of internal sources of —— Journalists/industry experts
and their activities (marketing and sales information can result in a wealth of —— Lobbyists
strategies, research and development, information and perspectives on the —— Advertisement/PR firms
patents, mergers and acquisitions, competitive environment. —— Competitors’ suppliers and distributors
strategic partnerships, and the hiring —— Competitors’ strategic partners
and firing of personnel), but all factors These sources include: —— Executive search firms
that impact a company or industry. —— Frontline personnel (sales and —— Competitors’ employees (eliciting
Among the factors that need to be customer service) information in casual conversations)
considered are: legislation; the —— Legal department —— Competitors’ literature
emergence of new technologies and —— Human resources department (job ads, brochures etc.)
new competitors; upgrades or new uses —— Finance —— Government agencies

Damien Weighill

Information obtained from all these and myths which make up the company’s seeking to apportion the importance of
sources needs to be analysed. Analysis view of the competitive arena. Lower- US objectives only 10% was given to
entails assessing its validity (understanding and mid-level employees are usually the helping the people of South Vietnam,
biases), categorising, confirming and ones that are most aware of the myths while 70% was given to protecting US
cross-referencing the data. (A study of and taboos of the company, since they prestige as a world power (Pentagon
analytical techniques is beyond the scope are the ones most vulnerable to being Papers, Chapter 5). So the Vietnam War
of this article, but a reference will be fired if they speak up and challenge them. was not so much about helping South
provided below.) In this situation, the objective of the Vietnam or fighting communism as it
Analysed data is used to develop a CI professional is to systematically gather was about US political and military
body of knowledge of the competitive information and present it in a way that prestige. And the war continued based
environment that is both wide and deep, is palatable to the decision- makers and on false premises.
and will serve as the basis for strategic gives them a chance to change the What happened within the government
and tactical planning. company’s direction. of a superpower often happens within
Tactical CI focuses on what competitors One question to be asked of companies, where strategies and tactics
and other players in the competitive employees is their knowledge of the are adopted based on delusion and
environment are doing now: prices, competitive environment. The main blind belief, and not on intelligence
strategic alliances, mergers and competitors may be known, but what and knowledge.
acquisitions, legislation etc. about smaller competitors? Do your Whether your background is in
Strategic CI deals with what employees know about technological market research or CI, you will enhance
competitors and others in the innovations or recombinations that can the quality of the information provided
competitive environment plan to do in be used to set these companies apart? to your clients by diversifying the research
the future: research and development, Do they know of any innovative products methodologies you use.
new legislation, adoption of or services that are being developed or By using both CI and market research
technologies not currently associated tested? Are demographic and economic methodologies, you can maximise
with your industry etc. This would also factors affecting the domestic and their strengths as methodologies while
include how the competitive foreign markets? Answers to these minimising their weaknesses.
environment will react to any new questions may reveal a series of monkey
initiatives from your company. traps the company has set for itself.
Suggested reading
Monkey traps The cost of ignoring
A second major contribution of CI is to intelligence —— Business Blindspots by
uncover “monkey traps.” Two popular beliefs regarding US
In some tropical countries, hunters involvement in the Vietnam War were Benjamin Gilad
make heavy pots with a hole large that the aim of the US was to defend —— Strategic and Competitive Analysis
enough for a monkey to put in an open South Vietnam from communism, and by Craig S. Fleisher and Babette
hand but too small to pull out a closed that the “domino” effect must be
fist. Monkey food is put in the pot. The avoided (that is, if South Vietnam fell to
E. Bensoussan
monkey puts in its hand to grab the food, communism then all of southeast Asia —— Confidential by John Nolan
but can’t take it out. Even when he sees (including Indonesia, the Philippines and —— Competitive Intelligence by
the hunters approaching he refuses to Australia) would fall like dominoes to
Larry Kahaner
let go of the food and his hand remains communist domination, specifically from
stuck in the pot. As a result he is easily China). Both beliefs were false. —— Blindsided by Jim Harris
caught, killed and eaten. The Central Intelligence Agency
This is how many business executives (CIA) made it quite clear around 1964
behave when they refuse to drop that if South Vietnam should fall there
set assumptions and myths about their would not be a domino effect, that the
company’s place in the competitive US would still exert substantial power
environment. They are overtaken by events to prevent further communist advances
instead of controlling events. into Asia, and that a united Communist
CI is a form of reality check, a way of Vietnam would revert to its traditional
sweeping away faith-based misconceptions hostility to China (Pentagon Papers,
of any and all aspects of the competitive Chapters 5 and 6). Only the generals and
environment, and replacing them with some influential right-wing politicians
cold, hard facts. believed in the domino effect, and
Any CI professional who has conducted their blind belief held sway. This led
internal interviews of company personnel to a long, bloody war in which millions
will likely find numerous monkey traps died unnecessarily. Enrico Codogno
Is president of Customer Foresight Group, Limited.
that are sustained by false assumptions As for helping South Vietnam, when

ON THE WAY
research UP
challenge
Simon
JO chadwick
BOWMAN
Riding the
mexican wave
We talk to Oliver Macedo of Inmega Marketing Research
about being a young researcher in Mexico.
What attracted you to market research? plenty of opportunity for people here an intern and was really impressed. I also
I studied marketing because I envisioned who’ve lived through difficult circumstances think highly of Colgate-Palmolive. They
myself working as a company marketing and are now ready to seize this chance. know how to adapt to new markets and
manager or in an advertising agency. The challenge in market research is to changing consumer demands and manage
But as I learned about market research understand how consumers are changing to consistently lead the market. On a
as part of my course, I realised how because of this growth – their ideologies, personal level, I admire Sylvia Hernandez
important it is in informing marketers their lifestyles, their habits and the way Benitez, director of marketing at the
and agencies and equipping them to they communicate. food company Gruma, for her vision,
make the complex decisions they have We have a model to imitate in Brazil consumer knowledge and capacity to
to make. I decided then that this was as other Latam countries grow. For define strong, creative brand strategies.
what I wanted to do. market researchers, there’s interesting
work to be done examining how the What gives you the most satisfaction
How did you get your first job? Brazilian model changes, and how other in your work?
My first exposure to market research in markets differ as they grow. This kind of The consumers we’re dealing with now
the real world was a placement with insight will be a great tool for companies are so different from those we saw at
Analitica Marketing while I was studying. and brands. the beginning of my career, and
It was a huge challenge because what I’d A lot of companies still see Mexico as discovering their motivations and
learned at university was quite different a high-risk market, with high production understanding what they do is a huge
to the real world. I remember writing my costs, little security and a shaky legal and exciting challenge. I’m also becoming
first questionnaire as I’d been taught to system. This view is outdated. There are more like a consultant to clients, part
do, and being told by someone I respected lots of opportunities for market of their team, which is a new way of
that it was a disaster! I realised just researchers, and they’re not all with big working for me. In the research industry,
how much I had to learn. In the next four business. Small and medium-sized we need to make sure that new talent
years I moved through a lot of jobs, companies need to be able to make has opportunities. Younger research
gaining new experience at every step. confident decisions and, for that, they talent, combined with the experience
Eventually I got to the junior executive need good research. One of the of others, will refresh the business with
level, but it was a long road to get there. headaches, however, is that often new ideas.
I worked for a few years on Colgate- businesses see research as an expense,
Palmolive and this was a time of rather than as an investment. If these
incredible learning for me. There were companies are to become the big
new methodologies and ways of success stories of tomorrow they need
working. There was so much product to get past this.
testing going on, and this took a great
deal of planning and co-ordination. Which organisations or individuals do
you admire professionally?
What’s it like being in such a fast- I admire Wal-Mart’s organisational Oliver Macedo
growing market? culture and the speed with which they Is manager of analysis at Inmega Marketing
Research in Mexico
The fast growth in Latin America is creating adapt. I worked with them for a year as

professional standards
manfred mareck
Data security
must improve
Market research companies must have clear policies

and procedures to avoid financial and legal issues.
T
here are numerous recent examples of data security International, feels that research companies are more aware
breaches involving businesses and governments. In than they were, but also warns of weak points. “I see a
2008 the Berliner Landesbank, HSBC and Bank Mellon concentration of breach attempts towards companies with panels,
New York all lost personal data. The latter case involved especially the ones with monetary payments, as fraudsters are
the loss of information relating to 4.5 million customers when trying to increase their payments without actually taking the
an unencrypted backup tape disappeared whilst in the surveys.” At stake is not just respondent privacy, but the financial
possession of a third-party vendor. interests of research companies as well.
In 2007 personal data relating to every child in the UK, The risks have increased over the years. Laptops and other
together with the national insurance and bank account details portable devices can hold data on millions of individuals and
of their parents, went missing after a governmental department can easily be taken out of a secure office environment; computers
sent two CDs holding 25 million files through the post. The are ‘always on’ and connected to internal and external networks;
all-time record is held by the US retail chain TJX Companies cloud computing may change the way we work and the number
Inc.: In 2005 and 2006, 45.6 million credit and debit card of weak points where data breaches can happen may continue
numbers were stolen from its database. to multiply.
Data security is an important issue. The 2011 Global State Unlike de Jong, Adam Phillips, ESOMAR professional
of Information Security Survey by PricewaterhouseCoopers standards committee chair and ESOMAR legal committee chair
sampled 12,000 corporate managers and IT directors from 100 worries that research companies avoid facing up to potential
countries, and concludes that “information security hovers problems through a lack of awareness. “Companies are less
in the balance caught between understanding its importance aware than they should be, especially in Europe. In the USA,
and a reluctance to make the necessary investment in data a company that loses data has to inform everybody whose
security.” Previously established procedures are eroding: we privacy may have been compromised, not just the regulatory
see fewer personal background checks; reduced monitoring authorities.” More stringent notification rules may become law
of staff internet usage; less investment in security awareness in Europe too, and “once a breach has to be notified there is
training; and new initiatives that are often postponed or always the possibility of wider media coverage that can damage
diluted. Key factors driving information security - economic the reputation of a company or the research industry in general,”
conditions, business continuity, company reputation and he continues. Because securing data costs money, Phillips
regulatory compliance - are generally acknowledged, but fears that smaller companies in particular may cut corners.
their perceived importance is at a four-year low, often due
to funding pressures. Vital steps
John van Loenen, global information security director at Ipsos,
Market research companies lists a number of practices that are vital to protecting sensitive
The market research industry has yet to see any major publicised data, including:
security breaches. But is the industry really better prepared —— A data classification policy that clearly defines who has
than business in general? Kees de Jong, CEO of Survey Sampling access to what.

—— Ensuring that access to data is always accounted for. As to the MRS, sanctions against members depend on whether
—— Use of swipe cards to protect access. or not a company invested in security and tooks steps to
—— Installation of alarms, monitors and CCTV. comply with regulations. The society has developed a list of
—— Protection of back-up data to cover the whole chain ‘must have’ policies covering data encryption, password control,
of custody. remote access to computers, internet and other network usage,
—— Strong encryption. incidence reporting procedures, disposal of equipment, and
—— Ensuring that suppliers and business partners install the deletion of data and installation of new equipment.
adequate protection. “None of these should place any undue (financial) burden
on any market research company, whatever its size,” says Harding.
For employees, van Loenen favours education. “Monitoring has De Jong is more sceptical: “The difference in attitude towards
limited success within the workplace environment and can create data security is mainly caused by the size of the company, but
a climate of suspicion, whereas education and improved security too often its importance is underestimated at management
awareness work everywhere. Confidentiality agreements are a level and it is treated as an IT issue.”
must and should specifically cover what staff can and cannot Whatever the size of the company, the consequences of
say in social networking sites.” not having a comprehensive and actively enforced data security
Debrah Harding, deputy director general of the UK Market policy can be significant.
Research Society (MRS), admits that there have been breaches,
but says only a minority ever become public. Examples include
the dumping of completed questionnaires and personal records
that were lost when an outside consultant was commissioned
to analyse the results of a government survey.
“Between 2007 and 2010 over one thousand incidents
were reported, but only the UK public sector, which includes
government-funded research, has to notify security breaches.
These legal requirements do not apply to the private sector, so
the true figure is much higher,” she says. The data protection
directive “places an obligation on organisations and data
controllers to have appropriate technical and organisational
measures in place to ensure that any data is held securely,
without specifying what these measures should be.” Kees de Jong is CEO of Survey Sampling International Adam Phillips is
Fines are modest, but as Harding points out “there are ESOMAR professional standards committee chair and ESOMAR legal
additional steps that professional organisations can take against committee chair John van Loenen is global information security director at
any member found in breach of the law.” The FSA (Financial Ipsos Debrah Harding is deputy director general of the UK Market Research
Society (MRS)
Services Authority) can apply fines of up to two million pounds.

research in business
laurence n. gold
the future
of research
A
Research leaders demand change panel of leaders in the research industry at the March
and transformation ARF Annual Convention warned that the pace of
change in market research is not fast enough to help
marketers manage the complexities they see ahead.
“Business as usual is not an option,” said panel chair Stan
Sthanunathan, vice president of marketing strategy & insights
at Coca-Cola, referring to a recent management study, he said
“CEO’s have one thing on their minds, growth, and what keeps
them awake at nights is capitalising on complexity.”
With that, he turned to the role of research, defining it is as
providing provocation and inspiration, and noting that using
the past to predict the future will generate anemic growth,
given the fact that technological changes are occurring at an
accelerating pace. “Research can help companies shape change
by provoking transformation, listening for the unexpected,
seeking what we don’t know, moving on to focusing on ROI
and transformation, and achieving better execution and value
creation,” he said.
These lofty ideas served as the basis for a series of questions
posed to the panel by Sthanunathan. Their responses were
both intriguing and similar. Procter & Gamble’s global consumer
& market knowledge officer, Joan Lewis, who commands the
world’s largest research budget, which is in the $350 million
range, forecast a dramatic decline in survey research by 2020.
This, she predicted, would be replaced by social media
listening, though she noted that P&G itself will also continue
using surveys, with standards still needing to be maintained
for reliability. “The more people see two-way engagement and
being able to interact with people all over the world, I think
the less they want to be involved in structured research.”
Lewis went on to declare that the industry should move on
from believing any one method will be the solution to anything.
“We need to be methodology agnostic,” she said. Regarding

sample representativeness: “We need to get away from the marketplace that is increasingly fragmented and diversified, and
notion that being representative of something is the only way argued that research needs to be more holistic. “As an industry,
to learn. We will learn enormously whether research is we need to help marketing simplify but not over-simplify.”
representative or not.” Lewis was forceful in condemning the research industry when
it talks about wanting a seat at the table. “We shouldn’t be like
Talent needed consultants. We need our people to be brave, inspirational
Kantar’s CEO Eric Salama said research needs to do a much leaders, to take risks and to be comfortable with those risks.
better job of connecting insights and telling stories of cause People who are excited about that are valued in our organisation
and effect around them, but pounced on the “commoditisation and provide a role model for young people.”
strategy of procurement organisations” as not conducive to In discussing what skills to look for, Salama named proactiveness
innovative research approaches. and curiosity along with technical skills. Sthanunathan pointed
Salama pointed to the need to “get rid of the cost-plus to an ability to connect the dots, a capacity for telling a story
model based on the fieldwork model – field work plus a profit with passion and conviction, and a mix of work experience.
margin - and move toward a retainer consultancy relationship Lewis identified leadership as making the biggest difference.
with clients.” He suggested that, in order to give clients
what they are asking for, we “need a new financial model on Change
both sides of the relationship,” and argued for a value-based Sthanunathan asked: “What one thing do you cherish and
compensation model (formerly pay-for-performance), as what would you kill in a hurry?”
Sthanunathan had previously advocated (see the January/ Tripodi said he would kill impressions as a meaningful
February issue of Research World). measure and be much more focused on the expressions and
Salama was most animated when discussing the lack of a advocacy level of the Coke brand.
research talent pool and the need to attract young talent in Salama replied that he cherishes the process of understanding
the right places globally, as well as focusing more on connecting the context of what’s going on, using its Charter product in
and delivering insights, especially in terms of telling a story South Africa as an example. He would kill the cost-plus model
through encapsulating the lessons of a variety of projects. and the atrophy in the industry that clients see as bad behaviour.
Our ability to be smart is accelerating,” he said. “It’s less about Lewis sees the emerging field of projecting forward and
tools and techniques and more about the culture.” scenario-based planning as highly desirable, but would kill any
Lewis agreed that there is a need to create a compensation one method as a solution to anything, along with the notion
model that brings people into the field to work with acquired that representation is everything.
skills, adding that we need more specialist talent with Keller sees the research industry as driven by curiosity,
integration ability. “We have a diversity challenge, as well as which he views as “the tool for everything, how things work,
a challenge of defining research with a lot of creativity coming how people think, feel and act.”
from adjacent niche types of businesses.” Sthanunathan said that he would kill the notion of
techniques, “especially those we fall in love with and don’t
Provocateurs want to let go.”
Sthanunathan’s boss at Coca-Cola, Joe Tripodi, executive vice
president & chief marketing & commercial officer, commented
that growth, and keeping the Coke brand relevant after
125 years, were of paramount importance, as was managing
complexity in the “ecosystem” of the business. “We need
research to be ‘provocateurs,’ to provide inspiration. If we are
uncomfortable, that’s a good thing.”
Tripodi is especially intrigued with the implications of new
technology on consumer behavior. “The real challenge for
research is to help us navigate all the consumer engagement
change that is occurring, calling for standards around
measurement and calibration material.” He advised focus on
partnerships and people who can tell a story, “this is what
consumers want and this is where we need to go.”
Kevin Keller, professor of marketing at Tuck School of
Business, Dartmouth College, emphasized the importance of
applying rigour in developing theories and models to understand Laurence N. Gold
Is the editor and publisher of Inside Research.
complexity. He agreed that there is a lot of dissonance in a

Ben Aslett

research challenge
chris mclaren
The skills
of tomorrow
And how to get them
A
s part of ESOMAR’s Developing Talent initiative, industry should do to raise its profile in undergraduate and
Research World asked a number of prominent graduate programmes?
market researchers (and ESOMAR Summer Academy
workshop leaders) for their thoughts on how market, Andrew Vincent, managing director, Waves, UK: This is
opinion and social research work in the 21st century and the difficult – it’s really about budget and PR. I think employers need
nature of the skills required of, and career opportunities for, to specialise more and then seek talent as appropriate – there
those entering (or thinking of entering) the industry. is no standard discipline for market research. We now have
agencies based solely on internet questioning techniques (that
What do you see as the biggest recruiting challenge for the never happened with phone research, for example). Their needs
market research industry today? differ from consultancy-based businesses or qual specialists.
Sharon Dimoldenberg, divisional director, GfK, UK: Making Judy Langer, President, Langer Qualitative, USA: ‘Research’
market research recognised as a highly desirable long-term is often thought of as boring, but for people who love information
career with great prospects and good salary levels. and understanding human nature it’s not. Market research is
also a far more diverse field than most people realise. Typically,
Orlando Wood, managing director, BrainJuicer Labs, UK: it’s thought of as quantitative only, something for people who
The biggest challenge we face is shifting the industry’s image love numbers. The qualitative side, which tends to be less well
from that of ‘insurer’ to ‘detective.’ It needs to be seen as sexy, known, is more likely to attract those who enjoy understanding
inspirational and aspirational. What could be more exciting than what makes people tick. It’s important to communicate the range.
taking the latest insights from psychology and the behavioural
sciences and translating them into techniques that better Orlando: It’s not enough to make people aware of the industry.
understand and predict human behaviour? Or harnessing new We need to make it famous. We need to draw the young, bright
technologies to close the feedback loop between brands, and technologically savvy to the industry, and to be seen no
retailers and their customers? more as the dull and quiet sibling of marketing and advertising.
We need to lay on events and experiences, festivals even, where
Sangeeta Gupta, director consumer insights, PepsiCo, India: we demonstrate what research is when it’s at its best. We need
Job opportunities in the APAC region (to speak to my area of to engage curiosity and capitalise on geek chic. The industry
expertise) are immense. The biggest challenge for us is actually needs heroes, characters who will stand up and speak for it,
retaining bright talent. We have lost a number of bright get people talking and themselves become famous. There is
researchers to other disciplines (mostly brand management no excuse not to market ourselves better.
and marketing).
The industry has changed rapidly in the last five years with
Often students are not aware of the various career options the introduction of new technologies and methodologies.
market research can provide. What do you think the It is said that today’s market researcher must have a wider

portfolio of skills. Looking at the industry as a whole Judy: Qual keeps expanding, drawing on advances in technology,
(quant/qual), what skills do you think are vital for a young physiology and brain science, semiotics, anthropology etc.
researcher entering into this profession today? Increasingly qual will integrate these fields with, for instance,
online ethnography that incorporates video. Younger people
Andrew: Again, we need to be multi-disciplined. But – and I’ve coming into the field need to develop at least some of these
never understood this – we’ve never made it work on the agency skills. At the same time, the traditional skills of interviewing
side. Clients don’t split quant and qual! Quanties are supposed (question and answer, projective questions etc.) and a grasp of
to be geeky and quallies are supposed to communicate human psychology will always be needed.
using black arts – now we have techies too, and this really
complicates things. Sangeeta: As business, technology and communications move
towards faster decision making and everybody’s (including
Orlando: The industry needs to attract talent from many walks consumers’) attention spans get shorter, our industry will need
of life – from psychology and the behavioural sciences. We need to ensure we serve up our findings to suit this working style.
specialists who complement each other and who are taken We need not only to get crisper and more engaging, we need
from many different areas, not generalists. As Einstein put it, to ensure we have a brilliantly simple insight to share with our
“You cannot solve a problem from the same consciousness clients that leads directly to action.
that created it. You must learn to see the world anew.” The
research industry will benefit greatly from graduates taken Do you have young talent in your office and, if so, what
from other disciplines, the arts for example, linguists, historians, qualities (personality, research skills etc.) were you looking
those from the visual and theatrical arts, musicians, those who for in him/her when hiring?
have studied literature. These subjects teach us what it is to
be human, how to understand people, their motivations, their Orlando: We have a great deal of young talent in our office,
lives, their stories, and help us to communicate powerfully and it is characterised by curiosity, enthusiasm and a natural
and precisely. Creative talent like this will help the industry interest in the world and research’s place in it. An interest in
challenge itself and look at itself anew. and openness to new ideas about how people make decisions
and how they are influenced is key, as understanding from the
Sangeeta: The fundamentals of a good researcher do not social sciences and psychology enters mainstream market
change – we still need insatiably curious minds with an research practice. We look for people with an eye for detail,
objective and open-minded way of looking at things, people but also, an ability to see the larger picture and to tell stories,
who love problems and are able to think both logically and people who can articulate and communicate their ideas. A
laterally. However, what we need more of today is better sense of play and fun is also increasingly important, because
communicators, people who are more ‘org-savvy’ and able to the industry will need to embrace games to deliver research
persuade clients, and make an impact on business decisions experiences that people want to participate in.
– people who are able to, as we say at PepsiCo, set the agenda.
Sangeeta: Yes, we do have young talent in our offices – talent
Where do you see the industry heading in the next five that I am very proud of, and feel honoured to work with. The
years and how do you see this affecting recruitment of team is not just extremely bright and competent, but is an
young talent? integral part of our business. They are closely woven into the
commercial teams, and are critical partners on every decision
Andrew: We need to stay flexible about the future, but we are that is taken. In fact, at PepsiCo, the Insights team plays a
going more global and an international perspective will be key. pivotal role in both setting the agenda for the strategic plan
This will be harder for smaller and medium-sized agencies to that guides the business on the longer term and in monitoring
address, but the global groups are well placed. People are and fine-tuning all commercial initiatives on an ongoing basis.
focusing on technology, but I believe that is because those in Hence, we seek more than functional expertise, we look for
senior positions feel unsettled by it and are looking to younger people with initiative, guts and the ability to provide an
people to help them. But they may over-egg this pudding: outsider’s view from the inside.
fundamentally the technology is just a tool and the principles
of research apply regardless.
Sharon: Increasing focus on online - we have a real need for

recruits to be in tune with the web. Mobile applications and new Sharon Dimoldenberg is divisional director, GfK, UK Orlando Wood is
technology - this might mean that some grads find themselves managing director, BrainJuicer Labs, UK Sangeeta Gupta is director consumer
under-qualified if they haven’t chosen to demonstrate their insights, PepsiCo, India Judy Langer is president, Langer Qualitative, USA
Andrew Vincent is managing director, Waves, UK
interest in this.

research
media scan
challenge
manfred
Simon chadwick
mareck
the digital world

– quo vadis?
Social networking and the growth of mobile web access are driving ever-
increasing internet usage. But some also see an era coming to an end.
A
t the time of writing this spend online, which on average has more money invested by advertisers, even
column, Twitter is celebrating reached the equivalent of one day a few tentative steps in the direction of
its fifth birthday – and how, a month. paid rather than free content.
boy, has this baby grown – The British and Dutch are way ahead Not everyone agrees. In his recent
from Jack Dorsey’s first tweet on March with around 31 hours, the laggards are book The Master Switch, Tim Wu,
21st, 2006, to the one billion tweets sent the Austrians (13 hours) and Swiss an advisor to President Obama, voices
weekly in 2011. (18 hours), two markets where social grave concerns for the future of the
Some tweeters are famous for having networking sites have well below average internet. He highlights the danger
the most followers (currently Lady Gaga reach (75%) – but then the Austrians of political censorship, as shown by the
with nine million according to tweetaholic. probably still do their networking in the control of the web in countries facing civil
com), others are revered as highly local Kaffeehaus or at a Heuriger winebar. protest or by the American reaction to
influential. “All roads now lead to Andy In all, social networking accounted for WikiLeaks. He also fears that the internet
Carvin,” declared media critic and 23% of all page views in Europe, and will enter a phase of concentration and
commentator Jeff Jarvis recently. approximately four out of every ten the emergence of monopolies, just as
Some (mainly institutional) tweeters internet sessions included a visit to a occurred in the case of cinema,
are busy posting thousands of updates, social networking site. television and print in the last century.
but that doesn’t guarantee popularity. Mobile online usage is the other Wu is particularly concerned about
A German company listing service, growth area of the internet. At the end dominant players like Amazon, Google,
firmenanzeige.de, posted over 800,000 of 2010, one in three mobile phone users Apple or Facebook teaming up with
tweets over 23 months and attracted a in Europe had a smartphone, compared major telecom and mobile networks,
mere 43 followers. with almost 50% in the USA. The thus dramatically reducing consumer
availability and pricing of unlimited data choice and increasing industry control.
Two drivers: social networking plans and high 3G adoption rate in the Far-fetched? Just remember the
and mobile media US are often cited as the main reasons introduction of the Apple iPhone, initially
ComScore has just published its 2010 for this difference. On the other hand, only available via selected operators
reviews, one covering the European by November 2010, smartphones for the such as AT&T in the US or O2 in the UK,
digital world, the other focusing on first time made up the majority of newly or the launch of Murdoch’s iPad-based
mobile trends. acquired devices in Europe. Social ‘newspaper’ The Daily in exclusive
The biggest online markets are networking again is one of the fastest partnership with Apple. We may well be
Germany, Russia, France and the UK, all growing mobile categories both in moving away from the internet as a
with forty to fifty million unique users a Europe and the US, driven largely by the forum for free speech and a place where
month. Sharing information via social ubiquitous Facebook, followed by individuals can compete with established
networking sites has been the fastest YouTube and Twitter. news providers.
growing online activity over the past 12
months. Such sites now reach 84% of Clouds on the horizon
European internet users (beaten only by So all is well in the world of online and
search and navigation with 91%). And it mobile media? Manfred Mareck
seems that the incessant urge for sharing Growth wherever you look, more users, (editservice@btinternet.com) is an independent
media and marketing consultant.
also determines the time Europeans more time spent online, more sharing,

business challenge
roger heinemann
seven ways to
make a bad
commercial
How to make a bad advertisement – and what you can do about it
H
ow many times have you been However, setting that course is your consumer is essential to this process
watching television with friends responsibility. Neglecting to do so leaves and, while it may seem an obvious
or family and, after a commercial the stewardship of your brand in the statement to make, it becomes easy to
appears, someone turns to you hands of people less familiar with it and lose sight of the consumer when faced
and asks “What was the point of that who have less at stake in the vitality of with daily issues that constantly demand
commercial?”, “Are they serious?” or your business. immediate attention. Entrusting customer
even “Why is advertising so bad?” insights managers and their outside
2.
The truth is that, despite the fact that Don’t provide clear direction: The research partners to regularly provide
many advertisements we see today are Association of National Advertisers in-depth perspectives on your brand
brilliantly creative and effective in shaping estimates that poorly written briefs ensures that your brand messaging
our perceptions and attitudes toward the cost companies 30% of the efficiency of strategy will remain vital and relevant to
brands they represent, it is much easier their advertising budgets. You must the target groups with whom you want
to make a bad piece of advertising than articulate the brand’s communication to connect.
a good one. strategy in clear, unambiguous language.
4.
There are probably hundreds of ways By providing a brief document to the Don’t verify: Setting the strategy
to make a bad commercial, but here are partners on your team, you provide is only half the battle. How
seven simple ones and what you can do clear specifications for what the consumers perceive advertising
about them. communication objectives for your and the nature of the impressions it leaves
brand should be and the direction to behind should not be taken for granted
1.
Don’t take ownership of your brand: help guide the creative product. or left to instincts. Advertising is like any
Brands are assets that you own, not Once your communication strategy other form of communication: we may
your agency, not your marketing is in place, it should become a living have a very clear idea of what we intend
consultants or other partners. These team document. Each creative review should to convey, but how that communication
members are your consultants, advisors begin with a review of your communication is received may not be exactly what
and creative geniuses, essential to the objectives. This reinforces the importance we intended. Nor can it be assumed,
process, but the brand is on your balance of these objectives with everyone involved. in an increasingly complex advertising
sheet, not theirs. And it establishes a touchstone against environment, that the message is
You must take the leadership position which the concepts can be evaluated. even breaking through or leaving a
in the development of your brand lasting impression.
3.
messaging. Your agency, consultant and Don’t involve your consumers: Furthermore, experienced practitioners
other partners and managers can provide Effective messaging resonates of advertising testing can be valuable
sound advice and unique insights to help with consumers when they additional partners of your team. Often
steer your brand’s strategic direction. identify with it. Knowledge of your their experience and independence

enables them to see through the numbers can be misapplied. This can lead to poor However, brands and the advertising
and offer a fresh perspective on how the decision-making. industry prosper when research has
creative content that has been pre-tested Focus groups are a poor venue for informed ads and ads have built brand
can be enhanced to more effectively making final copy decisions. Participants sales. Incorporating your agency team
position your brand, make its message in focus groups do not, nor are they into the strategic development process
clearer, or achieve greater breakthrough. intended to, completely represent the in its earliest stages, including the research
broad diversity of your target audiences. phases, provides everyone with the
5.
Don’t choose the copy testing tool There is often a momentum created in opportunity to contribute to the process,
that best fits your needs: Copy focus groups which can lead discussions developing a sense of ownership.
testing today is a sophisticated in a particular direction that may provide The cycle of challenges and success
industry offering a wide variety of testing thought-provoking interaction, but which in creating outstanding advertising and
options that can provide a diverse range may not accurately depict opinions building a brand in the process can
of insights into how consumers respond actually held by the public at large. become inspirational.
to your advertising.
7.
Despite this wide diversity of Don’t inspire your agency: Creating
capabilities, many companies rely on a advertising that attracts audiences
single testing approach for evaluating all and extends the connections users
copy. To some extent this practice is an have with a brand is a difficult challenge.
anachronism dating back to a time when Converting communication objectives
there were fewer copy testing methods from a piece of paper into inspired
and fewer measurement options available. content is daunting. For these reasons
But it is also true that in many instances alone, agencies are a tremendous resource.
testing alternatives are not reviewed Moreover, the outside perspective
with each new piece of creative content agencies bring to your business, and the
(there are various reasons for this.) wide-ranging expertise they have in
communications, enables them to spot
6.
Rely solely on qualitative research: opportunities that even the most energetic
Focus groups and other qualitative and dedicated corporate managers
research techniques are terrific won’t see. They can and should be full
instruments to have in your research partners in the development of your
arsenal. However, as with any other type brand by providing strategic advice and
of research (and perhaps more so than counsel as your communications Roger Heinemann
Is a partner at Gallup & Robinson
with most other techniques), focus groups objectives are developed.

marketing case history
Earl L. Taylor
Increasing sales by
targeting promotions
to “draw” categories
C
ategory management and, more approach, the multi-stage targeting draw category in each super-category.
recently, shopper marketing increases shopping basket size by an As expected, targeted coupons were
have emerged as marketing average of 10% for both sales and SKUs. redeemed more frequently than non-
disciplines to help manufacturers targeted coupons, with those for the
and retailers understand and influence Super-categories best-selling category redeemed most
consumer purchase decisions. To develop their model, the authors first often. Coupons did not stimulate
The increasing availability of granular create super-categories of categories purchase of categories that consumers
data on consumer purchase behavior that tend to be purchased together. were not used to buying. Importantly,
from sources such as checkout scanners, Consumers are then assigned to the however, customers who redeemed a
loyalty cards, and now mobile devices super-category which most nearly coupon for a “draw” category increased
presents both an opportunity and a resembles their history of purchases. their basket size sufficiently to yield an
challenge. Intuitively, not all consumers Next, a multivariate logistic model is estimated ROI of 145%. Applying this
or purchase occasions are alike, and created for each customer segment and approach across all customers would
certain categories of products naturally its associated categories, taking into yield an estimated 1.3% increase in
“go together” for specific shoppers on account marketing mix variables and profitability (a considerable amount for
specific missions. Hence the perhaps controlling for cross-category low-margin grocery retailers).
apocryphal finding that beer and dependencies. Finally, the authors use The authors conclude that segmenting
diapers are purchased together by men these models to determine the specific customers based on super-categories
at convenience stores, simultaneously category that, when promoted, will yield derived from past purchase behavior
resolving two unrelated crises. the greatest increase in categories and targeting promotions to “draw”
How can retailers take advantage of purchased in the super-category. categories (rather than just best-sellers)
such interdependencies? Specifically, To test whether the effectiveness of can more than pay for itself. They
how can promotions best be targeted to this multistage method of deriving a speculate that this approach should also
grow categories and basket size while “draw” category for targeted promotion work well for other areas where consumers
avoiding “free riders” who would is worth the extra effort, the authors make regular purchase decisions from a
purchase a given product or category compare their results to the outcomes large assortment of low-involvement
without the promotion? of a simpler method using only the first categories (eg drug stores).
To analyse such cross-category two steps. Managers using the latter
effects and maximise the impact of approach would be directed to promote ˇ and
From: Els Breugelmans, Yasemin Boztug,
Thomas Reutterer, “A Multistep Approach to Derive
targeted promotions, Els Breugelmans the best-selling category in each
Targeted Category Promotions.” MSI Report No.
(Lessius University), Yasemin Boztug ˇ super-category - not a surprising or 10-118.
(Georg-August-Universität, Göttingen), particularly helpful suggestion! As the
and Thomas Reutterer (Vienna field experiments confirm, however, the
University of Economics and Business) draw category is not necessarily the
propose a multi-step model for deriving best-selling one in a given super-category. Earl L. Taylor
category promotions that match Specifically, the authors analysed Is chief marketing officer at the Marketing Science
Institute. You can contact him at etaylor@msi.org.
customers’ purchase histories. Field four years of purchase data from a
experiments demonstrate that the European grocer’s home delivery service
resulting targeted promotions yield and conducted a series of controlled
higher rates of coupon redemption than field tests to determine the impact of
non-targeted promotions. In addition, non-targeted versus targeted coupons
compared to a control group and and, for the latter, the difference
customers targeted by a simpler between targeting the best-selling vs.

esomar live
New York, USA / 23 February 2011

ESOMAR hosted its first Best of Event in America with the cooperation of
Microsoft and ESOMAR Representatives Susan Griffin and Beth Uyenco.
With over 70, this event was successful in showing the desire for content
and presentation that ESOMAR provides. We look forward to returning to
the US and plan to have more Best of events in other regions of the U.S.
London, UK / 23 March 2011

1 2
UK Representative, Dr. David Smith recently hosted the UK ESOMAR
members lunch, held annually to coincide with the MRS Conference. With
70 members in attendance, this event was a real success and continued
to offer UK members the opportunity to maximise their networking and
socialising with leading industry names and establish stronger
relationships with their fellow UK ESOMAR members.
Prague, Czech Republic / 23-25 March 2011

The 18th Reklama Polygraf Fair took place in Prague from March 23 to 25 3 4
with nearly 4,800 visitors and 300 exhibitors from 10 countries. ESOMAR,
as is tradition, shared a stand with Česká marketingová společnost
(Czech Marketing Association) and also sponsored a panel discussion on
Market Research & Advertisement which was attended by 60 people and
followed by a meeting for ESOMAR members.
Nairobi, Kenya / 25 March 2011

On Friday 25th March 2011, the Marketing and Social Research
5 6
Association of Kenya (MSRA) held its 3rd annual convention at the
Jacaranda Hotel in Nairobi. The event was well attended with over
40 participants. Once again, ESOMAR provided the prize for best
presentation of a research paper which was won by Anna Ndungu
of TNSrms for her presentation on “Africa High Definition”.
Helsinki, Finland / 7 April 2011 1 and 2. New York, USA / 23 February 2011
ESOMAR and SMTS (Finnish Market Research Association) held a joint 3. London, UK / 23 March 2011
event at the Hilton Helsinki Strand Hotel on April 7th. This event attracted 4. Prague, Czech Republic / 23–25 March 2011
140 people and included local speakers from the key agencies in Finland 5. Nairobi, Kenya / 25 March 2011
plus guest speaker Niels Schillewaert, ESOMAR Council member. 6. Helsinki, Finland / 7 April 2011

Asia Pacific Tour
Sydney, Australia / March 2011

The Best of ESOMAR series found its way to antipodean shores in early
March with an evening sponsored by Ipsos Observer and supported by
Australian association AMSRS. The evening was well attended with 200
5 6
participants gathering for a wide range of presentations covering topics
such as an overview of the APAC region, eye tracking, top 10 trends and
leveraging pop culture to engage youth for health campaigns. Peter Harris
finished the evening with an overview of the Best Papers from ESOMAR
Congress 2010 followed by a lively drinks reception.
Melbourne Business School

Career Event / 18 March 2011
ESOMAR continues to focus on the next generation of market researchers. 7 8
In March Melbourne Business School hosted this event in cooperation
with ESOMAR where more than 60 students listened to case studies Bangkok, Thailand / 31 March 2011
from Telastra and the Cancer Association. This was followed by a panel Situated in the Four Seasons Hotel in Bangkok, 200 people attended the
discussion including TNS, Vision Critical and Vivid research agencies Best of ESOMAR meeting, jointly hosted by Director General Finn Raben
explaining what research had to offer in terms of a career. and Thailand Representative, Daranee Charoen-Rajapark. This half-day
event included an array of speakers such as Ian Fenwick, Ron Gailey from
Asia Pacific Conference Melbourne, Coca Cola, Maziar Amirahmadi from abn research and Thong Tuong Tuan
Australia / 20–22 March 2011 from Vietnam.
The annual ESOMAR Asia Pacific conference was held in Australia for the
first time. The theme was Increasing Value Through Simplicity and offered Shanghai, China / 2 April 2011
a host of debates, discussions and thinking on doing good business in the Sponsored by Nipo software, the Best of ESOMAR meeting in Shanghai,
region. More than 250 delegates enjoyed a fascinating 2-day programme was held at the lovely Feyang Garden Hotel with 75 people attending to
featuring speakers from around the world. hear presentations from industry experts Maziar Amirahmadi, Gloria Jun
Zhang, Denise Sabet and Jeongwen Chiang.
Perth, Australia / 25 March 2011
ESOMAR Director General, Finn Raben was invited to speak at the Hong Kong / 4 April 2011
AMSRS Western Australia conference, held at the Burswood Convention The Excelsior Hotel was the location for the Best of ESOMAR event,
Centre in Perth. This one day annual event featured a number of hosted by Representative Chris Farquhar. The evening was attended by
international speakers that included Horst Feldhaeuser, Prakash Dadlani 80 people and started with a global overview from Finn Raben, followed
and Kalyan Karmaker. with Andy Kung from Shangri-La Hotels and Denise Sabet from
Labbrand. The presentations were followed by networking drinks at the
New Delhi, India / 29 March 2011 Hooray Bar, sponsored by the Research Club.
Working within the theme “Pushing the Envelope”, the ESOMAR India Day
did just that with 300 delegates participating in the highly anticipated Singapore / 7 April 2011
full-day event. With a wonderful mix of international and Indian speakers, Director General Finn Raben spoke at the recent MRSS ‘Future
a 60-second pitch by sponsors and a vibrant panel discussion discussing Fundamentals’ Conference in Singapore discussing the role of market
the needs for Indian MR, this event launched ESOMAR’s new concept of research organizations in a networked age and offered a global summary
bringing condensed lower-priced events to local markets. on the industry.
5. Sydney, Australia / 7th March 2011

6. Melbourne Business School Career Event / 18 March 2011
7. Bangkok, Thailand / 31 March 2011
8. Shanghai, China / 2 April 2011

June 2011 Standard Fee Deadline 20 May
an esomar world research academy
esomar summer academy 2011

CALENDAR 2011
learning & skills programme
amsterdam / 7 – 10 june
• current and emerging trends in qualitative research
• measuring emotions
• transferring and applying insights impactfully
one-day seminar
neuroscience –
CONGRESS
theory and application
amsterdam / 8 june
AMSTERDAM September 2011

an esomar world research congress
Early Bird Deadline 24 June
18 - 21 September congress 2011

Impact – research reloaded
amsterdam / 18 – 21 september
IMPACT – Research Reloaded • insight generation
• transferring and applying insights impactfully
• qualitative research 3.0: towards strategic consulting
• selling your comapny
• think like a respondent
Congress 2011 in Amsterdam will turn the spotlight on
to the positive contribution, energy and momentum
that exists in the industry. It will provide a platform to October 2011
celebrate market research and the impact it has on an esomar world research academy
business and society through the insights it generates. esomar autumn academy 2011
learning and skills programme
In these challenging times, research needs to display miami / 25 – 26 october
renewed dynamism and be reloaded with pioneering an esomar world research CONFERENCE
concepts.
3D Digital Dimensions
(online + social media + mobile) research
miami / 26 – 28 october
November 2011
an esomar world research CONFERENCE
Register before 24 June for earlybird discounts
qualitative
embrace, inspire and celebrate
vienna / 13 – 15 november
workshops
Workshops are interactive learning sessions for small
groups and run alongside ESOMAR conferences.
Space is limited; register early to secure your place.
webinars
ESOMAR regularly hosts webinars from leading
global researchers to connect you to the latest
innovations and information in the market research
industry. For information on upcoming webinars stay
tuned by visiting www.esomar.org/webinars


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The ESOMAR magazine for marketing intelligence & decision making No 28 | May/June 2011

Mind games the client-side researcher 2.0

what’s next for xerox?

Research World welcomes contributions 58

Contributions should be sent to

Whilst every effort is made to ensure that

4 Research World | May/June 2011

18 HOT TOPIC 22 research issue 26 boundaries

32 research in business 42 professional standards 52 research challenge

Research World | May/June 2011 5

6 Research World | May/June 2011

8 Research World | May/June 2011

Research World | May/June 2011 9

10 Research World | May/June 2011

sir ken robinson

14 Research World | May/June 2011

Research World | May/June 2011 15

Never too late

16 Research World | May/June 2011

18 Research World | May/June 2011

this point. “Up until now,” he explains, “it

20 Research World | May/June 2011

Research World | May/June 2011 21

22 Research World | May/June 2011

scott christofferson & beverly chu

capabilities in those areas. This is not just a matter of training

perfect methodologies focus on insight and focus on building,

Research World | May/June 2011 23

Figure 2: Skill strength: research heads’ Average team ratings

Developed Synthesis Skills Consultative Skills Core Research Skills

Assembly and Sharing of

Translation Between Business

Building and Maintenance of

Single Project Analysis and

Assembly and Sharing of

Source: Market Reserch Executive Board

24 Research World | May/June 2011

Research World | May/June 2011 25

What is your role at Xerox and what challenges do you face?

26 Research World | May/June 2011

28 Research World | May/June 2011

Are there some areas of Xerox marketing that market

Moving specifically to social media and social network

Research World | May/June 2011 29

32 Research World | May/June 2011

THE RIGHT VALUE

We talk to Mauricio Adade, the CMO of DSM

Research World | May/June 2011 33

34 Research World | May/June 2011

Why research counts

Research World | May/June 2011 35

36 Research World | May/June 2011

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38 Research World | May/June 2011

Research World | May/June 2011 39

Market research companies must have clear policies

42 Research World | May/June 2011

Research World | May/June 2011 43

Research World | May/June 2011 45

46 Research World | May/June 2011

48 Research World | May/June 2011

And how to get them

Research World | May/June 2011 49

Sharon: Increasing focus on online - we have a real need for