SPRING 2005 · 2018. 4. 1. · 4 QRCA VIEWS SPRING 2005 THE OFFICIAL PUBLICATION OF THE QUALITATIVE...

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T H E O F F I C I A L P U B L I C A T I O N O F T H EQ U A L I T A T I V E R E S E A R C H C O N S U L T A N T S A S S O C I A T I O N

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FROM THE EDITOR-IN-CHIEFBehind the Scenes at QRCA Views • SharonWolf describes the critical role that QRCA volunteereditors play in content development for this magazine.

FROM THE PRESIDENTDoes One Size Fit All? • Diane Harris points outthat QRCA members’ investment in professionaldevelopment yields better and more insightfuloutcomes for research buyers.

LETTER TO THE EDITORCultural Influences on Emotional Expression •Barry Tse emphasizes the importance of understandingcultural conditioning when deciphering emotionalexpressions.

FEATURE STORY

Create WinningProduct Concepts inThree Days • MarthaGuidry describes an intensivethree-day program thathelps product teams andbrand teams generate newproduct concepts.

QUALITATIVE TOOLBOXHow to Outwit the Ten Enemies of Insights andIdeas • Kay Allison outlines ten common barriers toinsightful thinking and recommends ways to creativelycounter these enemies.

QUALITATIVE TOOLBOXOn Becoming a Qualitative Market Researcher:Grad Students Combine Methods for aWebsite Usability Study • Dr. Ellen Day offers acase study for a multi-method website usabilitystudy created by her graduate students. WayneMaclean Lashua describes the experience from thestudents’ perspective.

INTERNATIONAL RESEARCHCreating Branded Service Innovations •Guy Tomlinson describes how creative applications of qualitative research methods can help build service innovations.

Editor-in-Chief: Sharon Wolf, [email protected] • Managing Editor: Timm Sweeney, [email protected] • Design/Art Direction &Publishing: Leading Edge Communications, LLC (615) 790.3718 [email protected]

FEATURE EDITORSBook Reviews: Gregory Spaulding, [email protected] • Business Matters: Gail Fudemberg, [email protected] •International Research: Susan Fader, [email protected] • Industry Calendar: Dan Frost, [email protected] •Letters to the Editor: Lana Limpert, [email protected] • Qualitative Tool Box: Kimberly Daniels, [email protected] •Targeted Marketing: Judy Langer, [email protected] • Tech Talk: Gina Thorne, [email protected] •Travel & Leisure: Susan Sweet, [email protected]

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TARGETED MARKETINGCanadian, Eh? • Mark Lovell discusses 11 issuesto bear in mind when considering a research programor developing a marketing and communications planfor Canadian markets.

TARGETED MARKETINGArf, Arf! Meow, Meow!: The Pet Market isGrowing by Leaps and Bounds • Hy Mariampolskiexplains the reasons why pet products have become a$34 billion market in the U.S and details the growth ofpremium products.

BUSINESS MATTERSBreak Through the Clutter: Create MarketingCommunications That Resonate • Jay Zaltzmanreminds QRCs to focus on hot buttons whencommunicating with prospective clients.

TRAVEL & LEISUREVancouver: The Urban and WildernessExperience of a Lifetime • Susan Sweet invitesyou to fall in love with the beauty and variety ofVancouver—both the city and the island.

QRCA NEWSConference Program Preview: The WorldwideBiennial Conference on Qualitative Research• “Qualitative Transformations: Creating a New WorldMap,” to be held April 17-19, 2005, Conrad Hotel,Dublin, Ireland.

BOOK REVIEWA Peek into Permission Marketing • GregSpaulding reviews Permission Marketing by Seth Grodin.

EDITORIAL GUIDELINES

INDUSTRY CALENDAR

INDEX OF ADVERTISERS

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Cultural Influences on Emotional Expression

TO THE EDITOR:Regarding Hy Mariampolski's review ofEmotions Revealed by Paul Ekman (Spring2004), the author’s comment that Ekmanfocuses on negative emotions is mostly accurate.I question, however, the universality of facialexpression. No doubt there is a lot of commonexpression that is not contaminated by localculture, but these tend to be basic emotionalexpressions. When it comes to subtle expressionsor micro-emotion, I think a good deal ofcultural conditioning is involved. My questionsare: To what extent are expressionscontaminated by media exposure? How muchare people influenced by others' emotionalexpression? Do we subconsciously mimic thoseto whom we have had long-term exposure?

Through my experiences of conductingqualitative research in China for the last fiveyears, I have found that emotional expressionstend to differ from region to region; even facialexpressions can be drastically different in termsof intensity. Granted, certain reactions are hard-wired into our physiological makeup, butdetecting the right tone and intensity takescultural understanding and immersion.

The expression of emotions and theunderstanding of emotions are extremely usefulskills for moderators and should be included inmoderator training. By using his or her ownemotional expressions combined with bodylanguage, tone of voice, word choice, and facialexpressions, a moderator can control and steerthe pace and emotional involvement during

focus groups. So, deciphering emotionalundertone and expressions of respondents is partof what makes an effective moderator.

Because of the cultural influence in theunderstanding of emotional expressions, Iadvocate strongly to my clients all over theworld to seek local researchers’ input at theproject-design stage as well as in theinterpretation stage of a project. I find itintriguing when overseas clients and I don't seefindings in the same light. The expressions onrespondents’ face and their way of describingcertain things may be lost in translation or notnoticed when a client watches groups behind themirror and through a translator. It is thus moreadvisable for clients who are conducting multi-country studies to seek as much input from localresearchers as possible.

— B A R R Y T S EWisdom Marketing Research Consulting Ltd.Shanghai, PR [email protected]

Readers are invited to send Letters to the Editor.Submit letters 200-300 words in length todiscuss your thoughts about articles, expresssupport for an author’s point of view, or shareinsights about issues facing QRCs.

All letters should include the writer’s name,company name, city, state, phone number, and

email address. Letter writerswill be notified in advance iftheir submission has beenaccepted for publication. Lettersmay be edited for length andclarity. Please send your lettersvia email attachments to:Feature Editor Lana Limpert,[email protected].

LETTER TO THE EDITOR

2025 Hurley Way, Suite 110 • Sacramento, CA 95825(916) 568-1226 • fax: (916) 568-6725 • hugh or magda @opinionsofsac.com

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FROM THE EDITOR-IN-CHIEF

Sharon WolfQUALIDATA RESEARCH INC.

Brooklyn, [email protected]

his magazine is unique among trade magazines because its editorial content isdeveloped entirely by a team of volunteer editors—11 in all. There would be noeditorial content without authors. Since QRCA Views’ launch in August2002, nearly 100 authors have contributed articles without remuneration

in exchange for being published in QRCA’s award-winning magazine.How do 11 geographically dispersed volunteer editors, each of whom are

employed full-time as qualitative consultants and small-business owners, manageto get the job done? Let me take you behind the scenes.

Article AcquisitionEach of QRCA Views’ eight feature editors is responsible for soliciting andscreening articles from prospective authors for their respective editorial-content areas. This deadline-driven process begins as much as three monthsahead of the scheduled publication date. Sometimes, Managing Editor TimmSweeney or I receive unsolicited manuscripts, which we review forappropriateness. If we agree that the article would make a valuablecontribution to QRCA Views’ editorial mix, we forward it to the appropriatefeature editor for review and comment. When the magazine was firstlaunched, we spoke to each other by phone, but nowadays, communicationamong the editor-in-chief, managing editor, and feature editors is almostentirely via email.

Here’s how the process works. International Feature Editor Susan Fader, forexample, initiates contacts or responds to queries from qualitative researchersbased overseas. When an author submits a manuscript that Susan considers tobe appropriate for Views, she sends it to the managing editor and me for reviewand comments.

Similarly, Judy Langer hunts for articles for her Targeted Marketing feature andGail Fudemberg, Susan Sweet, and Greg Spaulding do the same for theirrespective feature sections. ToolBox Editor Kimberly August goes through asimilar process except that she is responsible for acquiring three articles per issuefor the Views’ ToolBox section.

Sometimes editors must send manuscripts back to authors with advice forrevising the content or article length, and sometimes articles are acceptable assubmitted. Gina Thorne has chosen to write all Tech Talk feature articles herself.In between client service, moderating, and report writing, Gina has managed towrite a total of 11 valuable Tech Talk articles to date.

Editorial Quality ControlThe secret to achieving a consistent, professional writing style is linked to oureditorial production process. Views’ authors are qualitative research andmarketing experts, but only a few have training as professional writers orjournalists. To achieve stylistic consistency, all articles submitted to Views undergosome degree of editing.

After they have reviewed and edited their manuscripts, feature editors sendtheir revised manuscripts to Timm. Each issue of Views contains eight to 10articles. Timm reviews each article, makes further editorial changes andcorrections and then sends his revised manuscripts back to me. After reading everyarticle and making additional changes, I assign batches of three to four articles to

Behind the Scenes at QRCA Views

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our professional, freelance copy editors—the onlypeople on the editorial staff who receive paymentfor their time.

Working against stringent deadlines, the copyeditors track their changes and send theircompleted work to me. I review their edits andmake final decisions. This editorial processtakes about three weeks to complete. With finalmanuscripts in hand, we are ready to send alleditorial to our publisher, Leading EdgeCommunications. The process, however, doesnot end here.

The Magazine Production ProcessAfter receiving our final manuscripts, the editorialmanager at Leading Edge Communicationsproofreads our documents and prepares them fortypesetting and page layout. Leading Edge’sdesigners create a cover design and the graphicelements for each page spread, integratingadvertisements with editorial. At the conclusionof this stage, they send me a full-color electronicproof of the entire magazine, and they send ourchief copy editor, Julie Isgrigg, a printed versionof the same proof.

This is the stage where we catch typesettingerrors and where I provide feedback to thedesigners regarding any needed improvements or alterations for the cover and page design.Leading Edge makes the changes we require andcreates a second proof, which they once againsend to me electronically. I then review andproofread this corrected version. Once I approvethe final proof, the magazine is prepared for theprinting press. At this stage, Leading Edgemanages quality control for print production,and our team’s involvement ends—temporarily—until the start of the manuscript-solicitation stagefor the next issue.

Write for ViewsSpeaking of the next issue, readers are invited to submit article ideas or manuscripts forconsideration. Queries are welcome any time.Upcoming author deadlines are June 3 for theFall 2005 issue and September 9 for the Winter2006 issue. For writer’s guidelines, see “Call forAuthors: Publishing Opportunities for Authors”on page 94. Go for it!

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Why us?

Behind the Scenes at QRCA Views C O N T I N U E D

13Q U A L I T A T I V E R E S E A R C H C O N S U L T A N T S A S S O C I A T I O N

Qualitative Research Consultants Association(QRCA) serves its members in the industry througheducation, promotion and representation. Thestatements and opinions expressed herein are those ofthe individual authors and do not necessarily representthe views of the association, its staff, or its board ofdirectors, QRCA Views, or its editors. Likewise, theappearance of advertisers, or QRCA members, doesnot constitute an endorsement of the products orservices featured in this, past or subsequent issues ofthis quarterly publication. Copyright ©2005 by theQualitative Research Consultants Association. QRCAViews is published quarterly. Subscriptions arecomp l imen ta ry to member s o f QRCA.POSTMASTER: Send change of address notificationto QRCA, P.O. Box 967, Camden, TN 38320. Postageguaranteed. Third-class postage is paid at Franklin,TN. Printed in the U.S.A. Reprints and Submissions:QRCA Views allows reprinting of material publishedhere, upon request. Permission requests should bedirected to QRCA. We are not responsible forunsolicited freelance manuscripts and photographs.Contact the managing editor for contributioninformation. Advertising: For display and classifiedadvertising rates and insertions, please contactLeading Edge Communications, LLC, P.O. Box680142, Franklin, TN 37068-0142, (615) 790-3718,Fax (615) 794-4524. Deadlines are the first of themonth prior to the following month’s publication.(Example: August 1 for the September issue.)Subscriptions are free to members and are available tobuyers upon request.

P.O. Box 967Camden, TN 38320

Tel (toll-free in N. America):888-ORG-QRCA(888-674-7722)Tel (International inbound calls):731-584-8080

Phone: 731-584-8080Fax: 731-584-7882

Email: [email protected]

QRCA 2004–2005Officers and Boardof DirectorsDiane HarrisPRESIDENT

Kristin SchwitzerVICE PRESIDENT

Joel ReishTREASURER

Jeff WalkowskiSECRETARY

Mark Lovell DIRECTOR

Hy Mariampolski, Ph.D. DIRECTOR

Alison Murphy DIRECTOR

Mark Michaelson DIRECTOR

David Van Nuys, Ph.D. DIRECTOR

Mike JenkinsCHIEF OPERATING OFFICER

You wouldn’t ride a bikewith your eyes closed.

So why make business decisionswithout talking to your customers?

Columbia FocusRecruiting, management and implementation of qualitative research throughout the state of Maryland.

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FROM THE PRESIDENT

Diane HarrisD.M. HARRIS ASSOCIATES

Butler, [email protected]

o you not wonder about clothes that claim “one size fits all"? Take a walk onany street or mall in the world, look at the people, and you will agree thatone garment can’t possibly fit everyone properly. Will the same garmentflatter every wearer, make them feel comfortable, and make them want to

buy more from that manufacturer?This metaphor relates directly to what is happening in our profession. Are

qualitative research services becoming a commodity in the minds of buyers? Somethink they are, some don’t, and some hope they aren’t.

Do buyers and end users of qualitative research believe that anyone canmoderate a group, interview in-depth, or conduct an ethnography, as well asprovide a concise, insightful report? I certainly hope not!

Minimize RisksAs new people move into product, brand, and other research-buying positions,they are at risk because they may not know as much about qualitative research asthe people they hire. So how are they to judge whether the person they contractwill deliver for them or not? Qualitative research buyers can minimize their risksby contracting consultants who are members of QRCA.

Our members are uniquely qualified to manage and conduct qualitativeresearch because of the professional growth opportunities they pursue throughseminars and workshops at our Annual Conference and at the chapter level, andthrough QRCA’s professional resources. The majority of our members (77percent) have attended at least one QRCA annual professional-developmentconference, and over half have attended more than one conference. Thosequalitative researchers who are not QRCA members are not as likely to have thesame rich opportunities to learn and grow as our members.

Keeping abreast of the latest trends and taking advantage of ongoingopportunities for building skills enables QRCA members to have the foundationand frameworks necessary to generate powerful insights and strategyrecommendations for clients. The more skilled and knowledgeable the researcher,the more likely that clients will gain the valuable information and strategic advicethey need to help ensure success. QRCA members place great value onprofessionalism and take the initiative to stay current with emerging marketing-research trends.

Client managers working at agencies, corporations, government offices, or inother settings may employ in-house qualitative researchers. Having served as amanager of qualitative research at Procter & Gamble, I know of the tendency tolive in a bubble of what works for that culture, with little exposure to alternate

“Knowledge is power.” — Sir Francis Bacon, 1597

Does One Size Fit All?Dianne Harris points out that QRCA members’ investment in professionaldevelopment yields better and more insightful outcomes for research buyers.

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QRCA membershave the

foundations andframeworks

necessary togenerate powerful

insights andstrategy

recommendationsfor clients.

methodologies for conducting or reportingfindings for qualitative research.

The FutureQRCA’s vision is to “be the industry leader forqualitative research as recognized by all segmentsof the research industry and the media.” Aspresident, I am leading our organization incompleting our next wave of strategic planning.

One key area in which we are increasingefforts is education. Initiatives for the future willdouble the educational opportunities formembers and will reach out to the rest of theresearch community with innovative programson a variety of fronts, some of which havealready been launched. For example, clients arewelcome to take advantage of QRCA’sinvestment in educational programming. Accessto information about the state-of-the-artqualitative methods, whether by reading articlesin this magazine and/or by participating in ourQCasts Web seminars, can help clientsbenchmark the quality of the research they buy.

Practitioners who are not members are welcometo join QRCA. Membership gives practitioners theopportunity to fully achieve their highest level ofcompetency by using the opportunities and toolsQRCA has developed for the profession.

Educational Initiatives

Upcoming ConferencesIn April, we will hold our third WorldwideBiennial Conference on Qualitative Research inDublin, Ireland, partnering with the Association ofQualitative Research in the United Kingdom. Builtaround the theme “Qualitative Transformations:Creating a New World Map,” this conference willshowcase the best thinking and practices conductedby qualitative researchers from around the world.Registration is open to clients and users, planners,practitioners, academics, and field personnel—atall levels of experience. Program details andregistration information is available online at:www.qrca-aqr-conference.info/ and in the“Conference Program Preview” article on page 88.

QRCA’s Annual Qualitative ResearchConference will be held October 19-22, 2005, inBeverly Hills, California. The best and thebrightest in the industry will convene to shareand learn from each other. This conference isopen to members and those who qualify formembership.

Online LearningIn January, we launched QCasts, a series of freewebcast seminars that offer live case studies and

other topics of interest to researchers andmarketers. QCasts are held regularly for thepurpose of educating anyone interested in the field. Each seminar is led by a QRCAmember, lasts about one hour, and offers richopportunities for interaction. Information forQCasts can be obtained at this address:http://www.qrca.org/QCastMain.asp.

QRCA Views MagazineThis issue of our award-winning publication is thesecond to be circulated beyond our membership tothe marketing research community. Subscriptionsare complimentary to members of QRCA and tonon-member research buyers. Stay informed aboutinnovative study designs, technology developments,international research, and more by reading Views.You can subscribe by registering at our website,www.qrca.org.

Best Practices and Self-Assessment ToolsQRCA’s Professional Competencies of QualitativeResearch Consultants are groundbreaking for ourindustry and provide members with guidelines forself-evaluation and continued growth via the Self-Assessment Instrument. Members can assess theirskill levels and identify areas they need to develop.Clients can use the Competencies to identify thecapabilities they should seek when hiring and whenevaluating services rendered by qualitative researchconsultants. The Competencies are available onlineat: www.qrca.org.profcomp.QR.asp. Print versionsare available upon request from the QRCA office([email protected].)

Is It Possible That One Size Fits All?Just like finely tailored garments vs. one size fitsall, not everyone can moderate, analyze, andwrite up the findings of qualitative research withthe same level of proficiency and insight. QRCAmembers who have taken advantage of theassociation’s educational events and services willbe able to serve their clients even better withfinely honed, tailored skills and tools. Theresulting research product will be better, whichdirectly affects the client manager’s level ofsuccess with their products or services.

If you’re one of our new readers and you buy or use qualitative research, I challenge you to see if your consultants are listed on QRCA’s“Find a Consultant” list at this address:http://www.qrca.org/findConsultant.asp. Iencourage you to take advantage of the manylearning opportunities we offer you.

“Why wonder when you can know?” — Unknown


Does One Size Fit All? C O N T I N U E D


Create WinningProduct Conceptsin Three Days

B Y M A R T H A E . G U I D R Y

Consumer Reactions • Avon, CT • [email protected]

t is an absolute given that consumer packaged-goods companies seek aquick and successful launch of new products. Unfortunately, thesesame highly focused companies often devote more time toauthoring concepts behind a desk than they do to getting close to

their consumer and really understanding how the brand or potentialproduct makes consumers tick. To make matters worse, otherwisesophisticated clients often take these vacuum-generated concepts intovery expensive quantitative research to sort the ideas and find thewinners. Armed with these quantitative data, they then executeagainst the winning concept, only to find that their expensive testmerely selected the best of a bad group of concepts, leaving thecompany without a winning idea for their brand.

To help clients avoid this costly cycle of failed new-productlaunches, we developed a three-day consumer-immersion session,accompanied by aggressive, real-time concept writing and editing.This process often yields extremely positive results.

• Day 1: Focus on consumer understanding and identifying leadbenefit ideas.• Day 2: Focus on defining the best articulations for the productbenefits, as well as developing strong consumer-insight statements.• Day 3: Focus on creating and testing the most believable supportstatement (or Reason to Believe) for each lead-concept direction—i.e., the key statement that helps persuade the consumer topurchase the product.The process is a win-win strategy for all involved. The moderator

helps facilitate both the consumer interactions as well as clientinteractions, thereby dramatically improving the group’s efficiencyand productivity. The client leaves the session with truly different,consumer-driven concepts, each of them ready for the next step in thenew-product qualification process.

I

Martha Guidry describes an intensive three-day program that helpsproduct teams and brand teams generate new product concepts.


Concept StructureThe classic definition of a product conceptconsists of four basic parts: Headline, Insight,Benefit, and Reason to Believe.

• The Headline expresses the most importantconcept idea and is used as a summaryintended to catch the consumer’s eye.• The Insight expresses the unmet need orfrustration of the consumer.• The Benefit is the promise to the consumerthat addresses the Insight.• The Reason to Believe adds credibilitybehind the promise contained within theproduct Benefit.

The Ground Rules for SuccessThe following five guidelines help ensuresuccessful sessions.

1. The client team must be diverse, withparticipants from marketing, market research, thead agency, and R&D. Blending expertise brings arich perspective and a broad array of ideas to theprocess. Often, the product-launch team is asuitably diverse group to participate. Using theproduct-launch team ensures that the criticalchampions of the product buy into and supportthe new ideas because they have participated andheard firsthand from consumers that they areexcited about the product proposition.

2. All team members must fully commit toparticipating over all three days. This rule isinflexible because the concept-building process isbased on cumulative learning, and it is essentialthat all members listen and experience all of thelearning to help move the process forward, bothin the session and back in the real world. Inaddition, full commitment prevents having a petidea inserted late into the process just becausesomeone dropped by during one focus group.

3. The session should take place at an offsitelocation that is not easily accessible from theoffice. A remote location ensures that the

team members are captive, focusedparticipants and that the integrity of theprocess isn’t corrupted by a drop-by colleague.

4. The entire team must clearly understandwhat the process entails. The process isintense and requires long hours and hardwork by each member of the team. Themoderator needs to set clear expectations withthe team during a pre-meeting that occurs atthe client offices before the session. He or shemust clearly articulate that the research is aninteractive process that requires significantwork between the members of the group overthe three-day period. Team members must bedisabused of any notion that they can remainin a so-called M&M coma between the focus-group sessions, since they will need to listenand contribute throughout the process.

5. The team must commit to focusing on onedistinct consumer target. A single target isessential because the success of thisaccelerated process is based on makingdecisions from cumulative knowledgegarnered over the three days. It is unrealisticto expect to assess more than one target groupduring this period, and a longer periodbecomes logistically difficult to execute.

Create Winning Product Concepts in Three Days C O N T I N U E D

If you happen to be amoderator who doesn’t enjoywriting concepts, and whoviews concept development asa wordsmithing exercise, thenthis process is not for you.


Day 1—Consumer Understanding andLead Benefit SelectionThere are three goals during the first day of research:

• Understand the issue value surrounding the product.• Solicit feedback on a variety of benefitarticulations.• Listen for emotional elements that will beput to use later during Insight development.Typically, Day 1 consists of eight to ten in-

depth interviews (IDIs) among consumers. Forillustrative purposes, consider a cough/coldproduct. All in-depth interviews and focusgroups are recruited against the same target,e.g., males/females aged 24-50 who havepurchased and used a cold/flu remedy in the pastthree months. The in-depth interviews aredivided into three areas:

• Habits and practices• A collage prepared at home prior to the research• Benefit statement feedbackThe exploration of habits and practices helps

the team understand the existing product regimes,how well the products meet the consumers’ needs,and the consumers’ perception of the idealproduct to address their problem.

The consumer collage (or other relevanthomework) is where the participants might be

asked, prior to attending the IDI, to create aposter that answers three distinct questions:

1. How do I feel when I have a cold?2. How do I feel when I take cold medicine?3. How do I want to feel when I’ve recoveredfrom my cold?While consumers describe their collages,

clients are encouraged to listen for the emotionalelements that are relevant to the target. Theseideas can be used later to develop Insights andto add relevance to Benefit ideas that might nothave already been considered.

During the Benefit statement review/sort, theconsumer is asked to react to a variety of Benefitstatements written on individual sheets of paper(uniquely lettered for identification purposes).These statements should be developed prior tothe session, based on existing knowledge of thetarget consumer and/or in combination with anideation session.

Typically, as many as twenty Benefitstatements can be reviewed during these IDIs.The consumer is asked to sort the Benefitstatements into Like/Dislike/Neutral piles, andthen the moderator probes the consumer forwhat drove the sort choices.

At the end of Day 1, the team debriefs andidentifies the lead ten Benefit areas to pursue, aswell as to capture the key insights learnedthroughout the day.

Day 2—Refining Benefit and InsightArticulationThe second day consists of two or threeidentically recruited focus groups, each twohours in length. The lead Benefit ideas aremarried to the Insight articulations learnedduring Day 1. These Benefit + Insight statementsusually fall into three categories:1. Statements of an existing belief (e.g., There isno cure for the common cold, so symptom reliefis the best I can do.).2. Statements that set up a problem (e.g., Iwant a cold medicine that relieves my symptomsbut doesn’t make me drowsy.).3. Statements that set up a competitivepositioning (e.g., My current cold medicine


Moderators who enjoyhelping a team rally aroundideas and build ownershipfor the concepts will findthis process very satisfying.


relieves most of my symptoms, but swallowingthose huge capsules makes me gag.).

Experience has shown that strong consumerInsights adhere to the PQRS-BC1 model below:

P Keep it Positive.Q Do not ask a Question.R Do not Restate the BenefitS Keep it Simple. / Set up one problem.B Keep it Brief.C Use Consumer Language.1 1st Person. / Always use “I”.

Generally, work teams are divided into sub-teams to begin developing the Benefit +Insight statements, or mini-concepts, since the amount of work required to create thestatements can outstrip the time available. By having the sub-teams work on a smallernumber of ideas and then presenting them tothe group, a greater number of possibilitiescan be generated for review, and revisions canbe made relatively quickly before showingthem in the focus groups.

Once finalized, the mini-concepts are shared with consumers. Some typical questionsto ask about each of the mini-conceptsstatements include:

• What is your first reaction to the idea?• What is the main idea?• Are there ways to communicate this idea ina clearer way?• Any concerns/questions/informationmissing?• What do you like/dislike?• Why is this idea important to you?• Is the idea unique/different/relevant?The final question is to ask the consumer to

rank the Benefit + Insight statements from mostto least favorite, discussing their choices.

Between groups, the Insight articulations arerefined to reflect consumer feedback. At the endof Day 2, the team debriefs and identifies thelead Insight + Benefit statements to carryforward into Day 3. In addition, the team willdevote a portion of the end of the day tocreating a variety of Reason to Believe supportstatements to accompany each Insight + Benefit


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statement, based upon how theproduct works.

Day 3—Refining FullConcept and IdentifyingLead CandidatesAs with Day 2, Day 3 alsoconsists of two or threeidentically recruited focusgroups, each two hours inlength. In the first group, up toten concepts can be presentedfor feedback. After eachsuccessive group, the language is refined, and the number ofconcepts is decreased asappropriate, based upon theenthusiasm and interest of theconsumers. By the final group,typically no more than five orsix full concepts are presented.Consumers answer questionssimilar to those asked in Day 2for each of the full concepts.Consumers should also rankconcepts from most to least favorite.

Types of ProjectsWe have used this process inthe following categories:cough/cold, household-surfacecleaning, laundry care, foodsupplements, beauty care, andhair replacement. In somecases, the client team waslaunching a new product, whilein others the goal was toreinvigorate an old brand.

The breadth of successfulinitiatives resulting from thesethree-day sessions suggests thatit can be easily adapted for anychallenging marketingsituation. Virtually all of thebrands that engaged in theprocess are now successfullypositioned in the marketplacewith a unique, winningconcept. You’ve probably seenthem on shelf!

ChallengesBased on my experience runningmany sessions, I have identifiedsome common challenges.

• The process is verydemanding on the moderator.The moderator must leadconstantly for the entire threedays, both in the respondentroom and among the clients.The days are long, and themoderator plays the key roleof keeping a constant level ofenergy and enthusiasm to keepthe team motivated. Inaddition, the moderator has toplay the watchdog, ensuringthat the process is movingforward to meet the deadline.This isn’t always a comfortablerole, and it requires greatstamina and enthusiasm.• The three-day sessions areexhausting for the teammembers. The constant needto push the process forward,combined with the longworkdays, tires even thehardiest of clients. Breaks forfresh air and well-timed funactivities help break up themonotony and reinvigoratethe troops.• The moderator must beorganized and flexible. Thevolume of work that must beaccomplished requires astructured game plan toensure that each step is readyas needed. But we all knowthat even the best-laid plansdon’t always go smoothly, sobeing nimble and able toadjust on the fly is essential.• The moderator must beskilled in ideation techniques.Different parts of the sessionmay need some structuredbrainstorming to flesh outideas. As such, I always bringalong a few of my typicalideation exercises to help theteam develop more creativeReasons to Believe andsharper benefit articulations.• The sub-teams created fordifferent parts of thedevelopment process need tobe carefully planned. Not allteam members are confident

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and creative in their concept-writing skills. I have foundthat I need to watch theskills and interaction of thegroup carefully to ensure I’vecreated smoothly functioningsub-teams. Teams often needto be shuffled around tobalance skills and add afresh perspective to theprocess. In addition, I alwaysbring some training sheetson concept writing, just incase I have team memberswho need a refresher.• Not all moderators like towrite concepts. If you happento be a moderator whodoesn’t enjoy writingconcepts, and who viewsconcept development as awordsmithing exercise, thenthis process is not for you. Ihave often found that, as anoutsider to the brand,freshness combined with atalent for articulatingconsumer needs in theirlanguage is an invaluableasset to this process. Inaddition, those who enjoyhelping a team rally aroundideas and build ownership forthe concepts will find thisprocess very satisfying.• Although the conceptdevelopment process isrigorous, it is incrediblyrewarding. At the end of thethree-day session, theconsumers have helped theteam develop three to five fullconcepts that are builtaround consumer-drivenlanguage and a single-mindedBenefit, supported by abelievable Reason to Believe.The entire team hasexchanged ideas andstrengthened theirrelationship by workingclosely together towards acommon goal. The end resultis a shared vision of wherethey will take their productline in the future.


QUALITATIVE TOOLBOX

o you ever complete a group or project thinking that, although the facts areaccurate and the conclusions solid, your client expresses little enthusiasm orenergy for the results? If so, your project may have been affected by oneor more of the Ten Enemies of Insights and Ideas. This article identifies

these enemies and suggests tactics for slaying them in the interest of generatingvaluable insights.

How to Outwit the Ten Enemiesof Insights and IdeasKay Allison outlines ten common barriers to insightful thinking and recommendsways to creatively counter these enemies.

B Y K A Y A L L I S O N

Bureau West Marketing & Research • Chicago, IL • [email protected]

If insights andideas do not elicit

energy in thegroup or in thebackroom, they

will not elicitenergy in themarketplace.

D


Enemy #1: Mistaking Being Impersonalfor Being ProfessionalIf you have your guard up and avoid self-revelation, your respondents and clients will,too. So how do you get everyone’s guard downwhile maintaining professionalism?

Tool #1: Create a fertile context versus a sterile context.You can create a fertile context by maintainingan open and empathetic attitude, by setting up acomfortable physical environment and bycreating and using an important client tool atthe start of the project.

We will start with the client tool first. It iscalled The R-DOS Questions and was developedthrough Strategic Coach, Inc. This tool isavailable through the organization’s website(www.strategiccoach.com). The R-DOSQuestions are structured to reveal Relationships(R); Dangers (D) to the client and the brand,from within and without; Opportunities (O) ifthe project goes well; and Strengths (S) withinthe brand, the brand team, and the organization.Pose these questions to your client at thebeginning of the study, and you will preventhidden issues from emerging later.

Next, create the right emotional climate. Beempathetic, insightful, and energetic with bothyour respondents and your clients. There isalways something to appreciate about the mostdifficult person. Behave based on thatappreciation, and people will respond openlyinstead of defensively.

Finally, create an energetic physical space. Ifyou are in a sterile conference room, bring inart, colorful markers, table toys, and interestingstimuli for creating a playful atmosphere thatbuild respondents’ energy. Use the space inunconventional ways or find a better space.

An energetic and energizing space isparticularly important when working withchildren. We conduct our interviews with themin a playroom that we created for this purpose.You can create a temporary playroom byadding toys, fluffy pillows, and bean bag chairsto the room.

Enemy #2: Failing to Penetrate theBarrier of Superficiality Qualitative research is like scuba diving. At thesurface there is chop. Chop can be distracting,but if you go deeper below the surface, you willsee the psychological equivalent of parrot fish,blooming coral, and maybe sharks—The coolstuff. So how do you go below the surface?

Tool #2: Stage Experiences to Tap What IsDown Below.Everything you do must encourage client andconsumer collaboration. Create a ClientWorkbook for the back room that engagesclients with consumers as allies rather than ascritics. This workbook should include the sameworksheets that consumers will use in the group.Encourage your clients to fill out the worksheetswhen the consumers do. Then they will have avivid side-by-side comparison of what they thinkversus what the consumer thinks.

I use four tools that touch upon language, theemotional/visual, movement, and the subconscious.

A language-based tool that I find effective isthe Brand Autobiography. Hand people a list of“I” statements for use in describing theirperceptions of a brand, such as “I am the spiritof ___; I have traveled to ____; I yearn for ___,”and ask them to fill in the blanks as though theywere the brand. It’s a great way to get attruthful brand identity and equity.

A visual and emotional tool is the Brand Coatof Arms. This is a worksheet with a shielddivided into four quadrants. In each quadrant,consumers draw a symbol of what they thinkabout a brand. This also gets at brand identityand equity.

Another visual tool is the Three-PanelCartoon, a technique borrowed fromimprovisational theater. The panels representbefore, during, and after the experience with theproduct or the problem. Have respondents titleeach frame, draw what is happening (stickfigures are fine), and create thought balloons torepresent the secret thoughts they harbor at eachstage. This projective exercise reveals deeply feltopinions and ideas.

A movement-based tool I use is setting upUsage Stations right in the immersion room. Forexample, if we were looking at cosmetics, itmight be make-up mirrors and make-up so wecan watch as women put on and take off their“faces.” By observing their actions, we get toglimpse the steps they might gloss over if theywere merely explaining their rituals in words.These unstated steps might be critical togenerating insights about products or brands.Consumers should be encouraged to give arunning commentary while they are involved inproduct usage. This allows you to listen to theirhopes and fears while watching the actioninvolved in using the product.

A powerful subconscious tool is GuidedMeditation. This projective technique enablesrespondents to tap their own psychic wells andmake richer responses. First, lead participants ona deep breathing exercise to help them relax.


Then guide them to imagine themselves in analternate reality such as an empty beach, a homeof the future, or a crowded highway. Next,instruct them to think of the colors, smells,textures, and products used in this imaginaryenvironment. After a few minutes, gently bringthem back to reality and fully explore theimagery that they visualized.

Enemy #3: Talking Your Way intoImportant ResultsThe bigger the problem, the more playful theapproach you take to solve it must be. Mostclients get deadly serious when they are underpressure, and they try to talk their way throughproblems instead of feeling their way throughthem. Because so much talk has already goneon—and gone nowhere—this results in thefrustrating experience of the client ending upright where they started.

There may be resistance to play, but you mustcombat this resistance by defining it as “playwith a purpose.”

Tool #3: The Purposeful Play Discussion GuideTM

Create a client discussion guide that details eachactivity and its purpose for every segment of thegroup. This helps anxious clients feel that theirmoney is being spent on serious answers, even ifthe technique used to get there seems unfamiliaror off the wall.

For the consumer, in addition to creating aplayful environment, you might add an EnergyScreenTM to your screener to identify high-energy,creative, outgoing consumers who will give youfresher, more revealing insights. Some questionsI have found useful to screen for energy andcreativity include:

• How happy are you on a scale of l to 5? • My close friends think of me as a quietperson (Terminate).• My close friends think of me as outgoing(OK to recruit).• Tell me seven uses for a shoe besideswearing it.

Enemy #4: Insights Without TractionAll too often, we give a client a great idea orinsight that is subsequently forgotten orignored. To give your insights and ideas moretraction, brand them with names and pictures.Use words that are universal and not part ofmarketing jargon.

Tool #4: The Copernican ShiftTM

I gave the idea of being consumer-centric asopposed to company-centric the nameCopernican ShiftTM. This name comes from theastronomer Copernicus, who convinced fellowscientists to shift their perspectives from anearth-centered to a sun-centered universe duringthe Middle Ages. I also created a visualmnemonic to help convey the shift to consumerthinking. Copernican ShiftTM was memorableenough to become shorthand for thisphenomenon among my clients, who now use itin their internal discussions.

Sometimes, just giving a meaningful, officialtitle to a great idea confers upon it the legitimacyrequired to penetrate client consciousness.

Enemy #5: Paying Consumers for TheirOpinions with Money OnlyThe consumer is a person, not just a supplier ofinformation. Offer them unconditional acceptance.Appreciate them and they will repay you tenfoldwith their focus and desire to help you.

Tool #5: The Gift of Appreciative InquiryActively discover what is likeable oradmirable about each respondent. This willhelp build camaraderie and tap therespondent’s creativity.

Enemy #6: Listening for Logic vs.Listening for EnergyJust because something is true does not alwaysmean it will work. The weakest insights areoften those that “make sense.” If insights andideas do not elicit energy in the group or in thebackroom, they are not going to elicit energy inthe marketplace. You can add logic to anenergetic idea to make it work, but it is muchharder to add energy to a logical idea.

Tool #6: The Color of EnergyGive your clients colored markers. Their job isto write down—in color—any insights that aregenerated in the back room. Make a list ofthese ideas for the debrief, and then workwith those ideas during your debriefdiscussion meetings.

How to Outwit the Ten Enemies of Insights and Ideas C O N T I N U E D

Look at the consumer notonly as a buyer of yourproduct, but as a person.Remember, she’s not just aheavy user of creamcheese—she’s my mom!


Enemy #7: ProvidingStatic InformationRather Than Active DirectionAvoid focusing onindisputable facts. Energycomes from friction—twoviewpoints or facts that don’thave an immediate resolution.

Tool #7: Identify Insights thatAre Springboards for Action.Be a friction finder. Lookfor two contradictoryactions or desires. Anexample is the frictionbetween what the consumersays she wants and what sheknows she really needs.

Ask the consumer to makean “ideal mind map” ofwhat she would do if shewere the company makingthis product or a product inthe same category. You willget amazing answers fromthe consumer that wouldmake a CEO take notice.

Enemy #8: LookingThrough Too Narrow an ApertureLook at the consumer not only as a buyer of yourproduct, but as a person. Remember, she’s not justa heavy user of cream cheese—she’s my mom!

Tool #8: The Context CreatorTM

Find out other ways that your respondentresolves her key conflicts as a mother, wife, orworker. Try exercises such as asking her whoher role models are. I once had someone tellme without a smile that hers were BritneySpears and Mother Teresa. Do you see whatthat reveals? Nobody is one-dimensional, andeven a seemingly superficial person can bedeep from time to time.

Enemy #9: Meandering DebriefsIt is now very late, everybody is exhausted, thehotel is thirty minutes away, and the debriefseems endless. Try using this next tool to cometo wrap-up and come to strong conclusions.

Tool #9: The Energy Finder Debrief GuideTM

Guide the debrief meeting by asking forConfirmations, Surprises, Insights/Ideas and TheAreas Where I Am Still in the Dark. Instead of

unresolved discussion, you will have a list ofspecific answers for clients to think about.

Hire a professional note-taker to take notesduring the groups and the debrief, and distributethe notes quickly via e-mail to the client team.This will prevent disputes about the agreed-uponconclusions. We use a digital whiteboard toshorten the process.

Enemy #10: Passive ClientsGive your clients lots of worksheets so that theycan help you solve their problems. Engage themin guided lateral thinking so that they learn fromother categories.

Tool #10: The Conflict IdentifierTM

To help clients listen for ideas and not just facts,have them complete a sheet identifying theconflicts they hear expressed in the sessions,such as “I will do anything to feel better” versus“I do not really want to do anything.”

SummaryBe conscious of the ten enemies of insights andideas, and prepare the tools you’ll need tocombat them in advance. Then you will outwitthose enemies every time.

How to Outwit the Ten Enemies of Insights and Ideas C O N T I N U E D

QUALITATIVE TOOLBOX


On Becoming a Qualitative MarketResearcher: Grad Students CombineMethods for a Website Usability Study

B Y E L L E N D A Y, P H . D .Terry College of Business, The University of Georgia • Athens, GA • [email protected]

he impetus for our website research is that the website for the TerryCollege of Business at the University of Georgia (UGA) did not reflectstate-of-the-art design or the college’s branding efforts. The leadweb developer at UGA’s Office of Information Technology felt

that the website “suffered in its dated look, overgrown and clutteredpresentation, and lack of more dynamic pages.” As a result, shewanted to conduct research that would guide a major redesign effort.She initially came to my office to ask how to go about conductingfocus groups. This discussion led to my proposing that the graduatestudents enrolled in the Terry College of Business’ Master ofMarketing Research (MMR) program conduct a usability study forher department, the Office of Information Technology. This would bea “real-world” project for my students’ qualitative research methodscourse. And the rest, as they say, is history.

The Client’s NeedsThe goal of the study, from the web designers’ point of view, was “toupdate the look, feel, and functionality of the College web site byfocusing on the needs of our current and potential faculty, students,and staff.” In a formal presentation to the students, the web designteam identified their key research questions:

• Who are our users?• What are our users’ goals?• What experiences are our users having with the current site?• What is our competition doing?• What are we doing right?• What are we doing wrong?

Participantspointed out that

once the userleft the home

page, the flow ofthe site was no

longer consistentin form orfunction.

Dr. Ellen Day, an associate professor of marketing, offers a case study for a multi-method website usability study created by her graduate students. Wayne MacleanLashua describes the experience from the students’ perspective.

T


On Becoming a Qualitative Market Researcher C O N T I N U E D

Organizing for the StudyNeither I nor the students had any directexperience in conducting a usability studysuch as the one the students were about toundertake. Hence, we brainstormed aboutpotential approaches. We agreed that thestudy would be largely exploratory, employonly qualitative methods, and focus on theuser experience. We decided to create studentteams assigned to specific user groups. Iappointed one student, Wayne MacleanLashua, who had gained considerablemarketing research experience prior toentering the MMR program, to be the projectmanager. Wayne then assumed responsibilityof overseeing the entire project and thevarious student teams.

In formulating the research proposal for theclient, the first order of business was to definethe overall project goal, the specific researchobjectives, and the populations of interest.After considerable discussion, the goal of theproject was stated as follows: “To provideinsights to assist the Office of InformationTechnology in updating the look, feel, andfunctionality of the Terry College of Businesswebsite.” This would be accomplished byfocusing on understanding and communicatingthe most important attributes for a successfulweb experience for target users (past, current,and potential students; faculty; staff; parents;and other visitors).

The research objectives were defined as follows:• Identify user profiles for each importanttarget user group including: the reasons forusing the website, the needs satisfied by thewebsite, the needs left unmet by the currentwebsite, and the attitudes, opinions, andinterests regarding the current website.• Understand how the Terry College ofBusiness website compares to benchmarkbusiness-school websites in terms of look,feel, functionality, and user-friendliness• Uncover the perceptions of users as to thepurpose of the College of Business website.Of the many possible populations of

interest, we identified six targets as the mostimportant, and we therefore selected faculty,staff, alumni, current students, potentialstudents, and parents.

Collectively, the 19 students produced aresearch proposal that contained backgroundinformation, research objectives, methods,timelines, and deliverables. In the proposal,we described each recommended method andjustified its use. Although the research wouldbe conducted pro bono, the students didrequest a budget for recruiting incentives.

The client was very pleased with theproposal and requested only some clarificationon minor issues. Our proposal was quicklyapproved, and we were ready to roll.

RecruitingAfter developing screeners, student teamsidentified several means of recruitingparticipants, including cold canvassing andsnowballing techniques. Since each of the sixuser groups presented different recruitingchallenges, each team devised its own plan.

To get more of a cross-section of collegealumni, for example, students decided thatcontacting alumni in other cities and states viae-mail, as well as conducting interviewselectronically, would enlarge and enhancefeedback from the alumni user group. Faculty,staff, and current students presented less of arecruiting problem because these groups wereaccessible through campus directories.Alumni, prospective students, and parents,however, posed challenges that the studentteams had not anticipated. In the end,however, sufficient participants were recruitedfor each user group, the logistical challengesof scheduling interviews and observationswere successfully met, and the studentslearned an unforgettable lesson about thevalue of field services.

BracketingStudents had already learned a great deal aboutconducting focus group discussions andobserving consumer behavior through readingand class discussions of Hy Mariampolski’sQualitative Market Research: A ComprehensiveGuide (Sage Publications, 2001) and fromvarious articles at Quirks.com. Beforeundertaking the study, however, they rehearsedleading a focus-group discussion, formallyobserving the behavior of others, and practicedconducting data analysis.

I also asked the students to develop a “PMI”for the current college site as a type ofbracketing. That is, each student was asked to

Bracketing is essential forensuring that interpretationsof soft data are based onparticipants’ inputs and noton the researcher’spreconceived notions.


evaluate the website, then list the pluses,minuses, and “interesting” characteristics. Thisexercise enabled the students to become awareof their own opinions and assessments of the siteand could therefore more easily separate theirown evaluation from those of study participants.Such bracketing is essential to ensuring thatinterpretations of soft data are based onparticipants’ inputs and not on the researcher’spreconceived notions.

Triangulated MethodsTo maximize the learning experience and ensureuseful and valid findings through triangulation, Irequired that each student team use threemethods of data collection. The class decidedthat the best methods to use would betraditional focus groups, in-depth interviews,and verbal protocol observations of websitenavigation. One of the team membersmoderated the focus-group discussions, whilethe other two team members took notes andassisted the moderator.

Time, money, and scheduling constraintspresented a real challenge for the teams trying to

recruit alumni and other off-campus participants.Instead of face-to-face depth interviews, theteams decided to conduct the depth interviewsvia e-mail. The participants were asked tocomplete three rounds of questioning. In the firstround, their answers provided the basis for thenext round of customized questioning, andlikewise for a third round.

During the usability stage of the research,student teams observed participants at their ownpersonal computers or laptops. After a briefintroduction about the study’s goals, participantswere asked to access web sites and share theirthoughts and feelings aloud as they navigated sitessearching for particular information or browsing asite. Hence, triangulation was achieved throughmultiple methods and multiple researchers.

User Profiles In order to capture the distinctness of eachuser group, the students developed userprofiles to explore:

• Reasons for using the website• Needs satisfied by the website• Needs left unmet by the current website• Users’ attitudes, opinions, and interestsabout the siteFindings for the faculty users are detailed here

to demonstrate both the type and depth ofinformation generated through the three methodsemployed. Findings for the other five user groupsare integrated into the overall summary.


Triangulation was achievedthrough multiple methodsand multiple researchers.



Faculty ProfileFaculty members use the college website primarilyfor locating contact information for staff or otherfaculty members. Faculty also use the site to reviewdepartmental pages, get course information,program requirements, and biographicalinformation on other faculty members.

“When I use the university’s sites ingeneral, I am using them to find somebody.So the thing I look for is how easy it is tolocate a particular person.”

“I use websites mostly to find out about people.”

The faculty members seemed generally satisfiedwith the overall site, especially as compared toother university websites. Nevertheless, theyfound room for improvement, such as the need tolink the Terry College of Business site to theUniversity of Georgia home page.

“Well, I think it is a good page, the mostimportant thing…is that you should beable to find what you’re looking for in afew clicks, and this page is good for that.The only problem is that your page wouldbe better if it was more properly andprominently linked to the University homepage because so many people are going totry and get to it from there.”

Outdated information was one overallproblem that faculty voiced about the UGAsite. Faculty participants stressed theimportance of updating departmental pages,news, faculty bios, and the visual aspects of thesite, especially the photos. Another consistentcomplaint was that the links on the top of thehome page were not obvious. Others pointedout that the use of initials such as TCB (i.e.,Terry College of Business) seemed confusing tooutsiders who might not know what theacronyms represent.

“These pictures stay there a helluva long time.”“I would like the ability to update thingson our own…things may go months andmonths without being updated.”

In addition, inconsistency within the websitewas a general source of dissatisfaction forfaculty. Focus-group participants mentioned thatsome pages within the site had an excellentdirectory layout, including an easy-to-read grid,whereas other departments listed the directory inan inconsistent and less effective manner. Onefaculty member who had been on the site beforeto download administrative forms was unable tolocate the forms again.

“You have to relearn how to navigate eachpage of the site to find what you arelooking for across departments.”

Many participants focused on the look of the home page specifically and identifiedseveral problems:

• The links were not clear. Some links tograduate programs were on the right-handside of the page on some pages and otherswere on the left. Others noted that these samelinks seemed to suggest the relativeimportance of different programs by theirposition in the list.• The photo in the center of the home pagehad not been changed in a long time. Facultymembers also felt that these icons might seemto a new visitor like these programs listedwere the only ones offered.• Many participants also noted that there wasan inordinate amount of verbiage on thehome page. Some said that this content wasdistracting and/or “overwhelming.” The frontpage was described as “unwelcoming” and“unappealing,” and there was concern thatthe overall image projected by the siteweakened the brand.• Others felt that the news feature should be updated more frequently and should


have a more enticing look, such as differingfont sizes.• Participants pointed out that, once the userleft the home page, the flow of the site was nolonger consistent in form or function. Overall,participants shared the opinion that there isinconsistency between different pages withinthe site.

“My general impression is that you reallyhave to search for what you want, it isn’tuser friendly, it doesn’t guide you. It couldbe more eye-catching, there is a lot of textand information.”

Observations of faculty members as theynavigated the site revealed that these users wereunable to get to some information within threeclicks and also would get stuck on certain pageswhere the “back” button of the browser.Inconsistencies between pages meant thatnavigation differed between pages. Participantspointed out that there were often no clear linksto access faculty information. Also, there wererarely any links to faculty personal home pagesor class pages, which made finding informationdifficult. Positive aspects mentioned were theuseful search option and that it “does exactlywhat it needs to do.”

The site plays an important role in theperception of the Terry College of Businessbrand. Problems such as difficult navigation,inconsistent look and feel, and untimely updatesreflect negatively on the image of the business

school and the university. Focus-groupparticipants agreed that a better identity for thecollege needed to be created.

“There is not much consistency. Every timeyou go somewhere, it looks like a differentsite, but it looks very good, professional.”

Too much detail about the offerings of theTerry College of Business contributed toconfusion about the brand.

“It looks like there is a lot going on in thecollege, and if that is how we want to bebranded than that is fine, but sometimeswhen you throw too many things in the potit comes off as a confusing sort of brandidentity, and that is what I think this does.We can offer all these different programs,but I don’t think the college wants to looklike a jack of all trades rather than beingvery good at a few things.”

Assimilating the FindingsData analysis was greatly facilitated because thefocus groups and observations were videotapedusing split-screen technology (providing views ofboth the computer screen and the user’s face), andthere were written responses to the e-maildialogues. Each team carefully reviewed all of itsdata, looking for patterns of responses to theresearch questions that derived from the researchobjectives. The six teams then provided theirfindings for each of the six different user groups.


Summary of User NeedsTerry College of BusinessWebsite Usability Study

Executive SummaryMethodologyUser Profiles

Summary of User Needs

Site EvaluationComparisonsConclusion

Recommendations

Faculty Staff Current Prospective Parents AlumniStudents Students

Accurate &Current Information

Aesthetic Appeal

ComprehensiveDescription

Easy Navigation

Showcase Terry

Tangible Connection

Welcome Feel



Combining these findings in a systematic wayrequired considerable discussion. First, theproject manager asked the six teams to presenttheir findings to him via a formal document andconference. I had required, as part of the projectassignment, that all teams make a presentation,albeit it a brief overview, to the other teams.Not only did the students get more experience inconsolidating, summarizing, and presentingresearch results, but the presentations alsofacilitated the thematic analysis for the final,consolidated report. Students readily noted thesimilarities and differences in findings acrosssample populations, and the entire class therebycontributed to the final report and presentationto the client.

Key FindingsAlthough each user group exhibited a uniqueprofile, reasons for visiting the website and needsmet by web site were consistent across severaluser groups. The two primary reasons for visitingthe site expressed by all user groups were:

• Retrieving information regarding the Collegeof Business• Staying connected to the collegeSeveral unmet needs were relevant to most

user groups. The figure below provides asummary of the needs. If a need was expresslyidentified for a particular user group, then aMMR logo is placed in the corresponding squarein the table. The absence of an MMR logoshould not be interpreted as an unimportantissue, but rather the absence of the explicitmention of the need within the sample. Forexample, it would be hard to believe that onlythe faculty and staff benefit from accurate andcurrent information.

Generally, users agreed that the College website was adequate, but not exceptional. Severalrespondents expressed mild satisfaction withtheir web experience. The strength of the currentweb site was the look. Opinions about the feelof the site ranged from moderate satisfaction todissatisfaction, with most of the respondentsbeing moderately satisfied. However, manyrespondents expressed strong dissatisfactionwith the site’s current functionality.

The lack of currency on the site was a majorsource of frustration among users. Five of thesix user groups expressed a strong need foraccurate and current information. Several areasof the site contain inaccurate information due tochanges that have taken place since the lastupdate. Other areas are lacking informationbecause of new developments since the site’s last

update. Some degree of time-lag is understandable,but many respondents indicated that it has takenan excessively long time for changes to be madeto the site information.

On the positive side, the existing site receivedpraise for its professional, or corporate, look.The vibrant red and black colors and bold lineswere strongly associated with business. Whencompared to some peer universities, the look ofthe site was seen as superior. In other words, thecurrent site provides a good foundation forenhancing the web experience. Excessive clutterand the use of small fonts present opportunitiesfor improvement to the site’s look and branding.

Many respondents suggested that the websiteshould showcase the Terry College of Businessas a leading business school, but most of theserespondents expressed dissatisfaction with thecurrent site’s attempts to achieve that goal.Several respondents cited the lack of excitingand current technology at the site as well as theabsence of audio and video files. The feedbackhere was not only related to technology, but alsoapplied to the content.

The most consistent feedback about theTerry College of Business website was thatnavigating the current site is more difficult thanit should be. Inconsistencies in the style ofpages require users to learn multiple navigationtechniques. Disorganized placement of linkscontributes to confusion and frustration duringnavigation. Several respondents felt that thesearch function was difficult to locate, andsome users were also dissatisfied with search-engine results. In comparison to some peeruniversity sites, the college website performedpoorly on ease of navigation.

RecommendationsAs a result of the needs, attitudes, and opinionsdiscovered through this research, the grad-studentteam presented five recommendations for theOffice of Information Technology:

1. Improve navigation.2. Improve information currency.3. Enhance aesthetics.4. Showcase the college.5. Make the home page more welcoming.First, it is necessary to improve the navigation

of the site. Developing a frame that is appliedacross pages and levels within the site willimprove consistency and make it easier for theuser to navigate. The search function should beplaced at the top of the home page andthroughout the site. Current drop-downtechnology (“Quick Links”) should be employed

to assist in navigation. A concerted effort toremove dead links and “traps” (the inability touse the back button to return to a previouslyviewed page) should be made.

Second, the currency of the site had to beimproved, and a plan to remain current should bedeveloped and implemented.

Third, the aesthetics of the site should beenhanced. Headlines should be employed tobriefly describe news on the home page.Currently, the user is greeted with a rather longsynopsis of each news story that results in acluttered look. Every page developed shouldinclude a sufficient amount of empty space tomake the experience more visually appealing.Efforts to make the site more dynamic, includinga quicker rotation of the home page picture,should be made.

Fourth, efforts to showcase the college shouldbe enhanced. Links for the different degreeprograms should be added to the “logo links”section, and current Web technology should beincorporated into the site.

Fifth, efforts to make the home page morewelcoming should be employed.

Outcomes: The Study’s Impact forwww.terry.uga.eduThe Office of Information Technology staffcongratulated the students for the excellentstudy and useful results. The Web designersquickly began making changes, based on theresearch findings. The photos at the home pageare now updated more often. All facultyinformation, including photos and biographicalinformation, has been updated, and clearprocedures are in place for future updates. Thesite now includes a streaming video featurenarrated by the dean of the college to bringstatic information to life. In addition, thedesigners have undertaken follow-up focusgroups to identify—more precisely and indetail—what key user groups want and needfrom the College of Business site. The webdesign team has made great strides towardsproviding users with an intuitive, enjoyable,and informative web experience that reflectspositively on the brand. Visit www.terry.uga.eduto see the enhancements stimulated by thestudy’s findings.


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The usability study for the Terry College of Businesswas an exciting and welcome challenge for thestudents of the MMR class of 2004. After completinga summer semester of course work that focused onbook work and simulated projects, it was nice toput some of the theories we had learned to practicewith a real client. The project also gave us someexperience in website usability research, an areathat is exploding as companies and organizationsattempt to strengthen their branding online and toget the most out of their investments on the Web.

Most market-research practitioners understandthe difficulty one can have defining the problemwell. They are also aware, many times painfully so,of the consequences of not doing this well. Manyguides are available to help with problem definition,but few sufficiently describe this process, includingthe amount of time and thought that is needed.This project also gave us valuable lessons aboutdefining the problem. It is important to seek inputfrom the client at the beginning and throughout theprocess, as well as to gain final approval at the end.

The mixed academic and practical purpose forthis study not only served the students well, but italso benefited the client. Our experience developingan approach is a good example. Triangulation is acommon practice in academia, but it is lesscommon in business research. In developingmultiple approaches to address the problem, wewere forced to think critically about the types ofinformation we were likely to receive from thevarious methods we considered. The client benefitedbecause triangulation improves the quality andreliability of the insights gained in qualitativeresearch. Triangulation is often overlooked inpractice for reasons related to cost and time. In thiscase, however, we were able to accomplish both,delivering on a tight timeline and completing astudy with little cost.

In collecting data for this study, we had to callupon one of the most important, yet oftenundervalued, skills in market research—creativity.Alumni, parents, and prospective students are keyusers of the website, but few reside locally. We had

to come up with creative ways to recruit them, suchas using e-mail and capitalizing on special eventslike prospective student visits and Parents Weekend.During data collection, we also came to greatlyappreciate the roles played by field-servicespersonnel. Next time I see a field-service specialist,I’ll be sure to thank them for their hard work onmy project.

With the data collected, the teams learned avaluable lesson by having to share the findingsabout their key user group to the project managerand the professor. Both the project manager andprofessor provided feedback on the briefpresentations much like a manager or directorwould do in a business setting. Up to the point ofthe final presentation, many of the students hadnever presented or even watched a presentation ofmarket-research results to a real client. Instead oflearning this lesson during the first few months onthe job, this experience was gained during thesecond semester of the MMR program. To ourdelight, the results were extremely well received byour client. The most satisfying aspect of the entireresearch experience was seeing many of therecommendations we made implemented a fewweeks after our presentation and the delivery of thefinal report.

The value of a real-world project is multifaceted.Our involvement in this study helped us understandthe value of delivering quality insights, by allowingus to see the positive impact that market researchcan have. The students of the MMR class of 2004will always be indebted to the Terry College ofBusiness and to Dr. Ellen Dayfor the opportunity to plan andimplement this study as a partof our graduate education.

Editor’s Note: For moreinformation about theUniversity of Georgia’s Masterof Marketing Research programin the Terry College of Business,visit: www.terry.uga.edu/mmr/

The Students’ PerspectiveB Y W A Y N E M A C L E A N L A S H U A , M . M . R . Eli Lilly and Company • Indianapolis, IN • [email protected]



INTERNATIONAL RESEARCH

ollowing the continued decline of themanufacturing base in many Westerneconomies, the service industry hasbecome the dominant segment. In the U.S.

and U.K., the service industry now accounts forover 70 percent of the gross domestic product.Further inspection also reveals that newservices continue to appear in many newplaces. For example, Dulux Paints now offersdecorating services, and Wal-Mart nowprovides home delivery.

Curiously, the subject of service innovationis one that is not well documented. A Googlesearch of the term “new service innovation”yields just 237 results, while a search of theterm “new product innovation” yields 19,600results, an 80-fold difference. Amazon.comsells only a handful of books on serviceinnovation, in comparison with more than 100books on product innovation.

Let’s redress this imbalance by examininginsights on how to undertake successful newservice innovation and how qualitative researchcan help achieve it. Toward this end, I use a casestudy that explored new opportunities for autoservicing for a multinational oil company.

Case Study: New Passenger VehicleServicing OpportunitiesThe challenge of the study was to:

• Establish a clear understanding of consumerneeds and attitudes toward cars, as well astheir experiences with passenger-vehicleservicing, which informed the development ofstrategies to increase the sales of lubricants.• Identify opportunities to develop newservices that could generate significant newincome streams globally.Creative applications of qualitative research

were integral to the project design, and my teamused them in two of the three stages of thestudy. The first stage involved research in threecountries, using a bricolage of techniques toglean new insights on consumers’ needs andattitudes toward vehicle servicing. The secondstage used the insights from the first stage tocatalyze the creation of new service offers andcreate rich stimulus to bring the offers to life.The third and final stage involved usingconsumers as co-creators to shape and determinethe positioning for potential new services, aswell as to determine the key component parts of the offers.

Creating Branded Service Innovations

B Y G U Y T O M L I N S O N

The Marketing Directors Ltd. • Marlow, England • [email protected]

F

Guy Tomlinson describes how creative applications of qualitativeresearch methods can help build service innovations.


Stage 1: Insights on the Passenger-Vehicle Service MarketIn the first stage of work, we conducted researchin the U.S. and the U.K. (two of the largest carmarkets) and in Spain (a relatively less-developed market). We used three differentresearch methodologies to gain holistic insightsinto consumer needs andto challenge currentconventions to help reveal new opportunities to break the mold.Research involved:

1. Consumer groupswith men and womenacross a range of age groups2. In-home depths withmarried/cohabitingcouples3. On-site observationsin a range of single-siteand multiple-siteoutlets, including tirestores, oil/lubespecialists, localindependent garages, and car dealerships.We observed both

similarities and differences,and by replicating themethodology across countries, we ensured coreteam continuity throughout the process, as wellas the use of best-of-breed local agencies outsideof the U.K. With much surprise, we discovered a

low level of service satisfaction in all countries—even in the U.S., which is generally presumed tohave a much more service-centric culture.

In preparation for the research, consumerswere assigned homework tasks to select imagesfrom magazines that represented their currentand ideal servicing perceptions. They were alsoasked to draw a timeline, bringing to life the

experiences they have had withtheir car since acquisition.

In all countries, theimagery generated was veryemotive, as virtually allconsumers had poor car-servicing experiences. As aresult, many felt ripped off,inconvenienced, disrespected,out of control, and distrustfulof service providers.

“Even simple things like atire or exhaust is a hassle…they’re all crap. You go into attire center, and they’re allrubbish. You’re just stuckthere and drink appallingcoffee. You stand tthere whilethey take an hour-and-a-halfto do it.” (Male, 50+, U.K.)

The consumers also heldthe view that a garage was no place for women,since many felt that they were treated as naiveor idiots. Many men also confessed to feelingthe same.

Creating Branded Service Innovations C O N T I N U E D

One respondent chose this image torepresent what he thought he needed aftergetting his car-repair bill: a strong drug.


“Because you’re a woman, they’ll tell you thatthere’s all sorts the matter with it, and then you’llffind that that’s not true.” (Female, 31-40, U.K.)

Equally emotive and inspiring were some ofthe positive images that described consumers’ideal experiences.

“I don’t want to worry about it. I want to feelliike I am relaxed like on a holiday.” (Female, 25-35, U.K.)

“To think of a car service that’s like a luuxuryhotel would be amazing.” (Female, 35-45, U.S.)

“Paying attentionto detail is important.It wouuld make mefeel that they weredoing the best jobpossible, and I’d feelsafe.” (Female, 35-45, Spaain)

The respondentsrevealed a commontheme: they seldom found satisfactory car-servicing arrangements through anything buttrial and error. As a result, only the olderconsumers (mainly men) had found providerswith whom they were genuinely satisfied.

While the underlying consumer needs werebroadly the same in the markets we investigated,different factors often drove and affected therelative importance of these needs. These in turnimpacted the type of services that would be mostlikely to appeal.

For example, cars are seen as life-enabling inall of the countries studied. Different productfeatures in the three countries, however, as well

as relative market development, drive this needin slightly different ways. In the large U.S., thepublic-transport infrastructure (even in manycities) tends to be poor; thus consumers usuallytravel much longer distances by car. Further,since most U.S. shops are located in malls orother types of commercial centers, consumersare also highly reliant on cars for even theshortest of journeys.

In Spain, by contrast, cars are relatively newand are regarded as a means of escaping orbeing liberated from the home in order to visitfriends and family, or to just enjoy time out.Having a problem-free car is, therefore, not only


This image represents women’s experiences withcar-repair shops that leave their female patronsfeeling belittled and overwhelmed.

Respondents chose images of luxuryto represent how they'd like toexperience car service.

This chart summarizes what consumers want fromtheir auto service providers.

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life-enabling but also life-enhancing.

Consumers revealed acommon need for in-carentertainment. In the U.S. andU.K., this is to alleviate theboredom on long journeysand to keep the kids happy. InSpain, since cars (particularlynew ones) have only recentlyentered the mass market, theystill retain a novelty value andare a status symbol. For youngermotorists, therefore, the roleof in-car entertainment systemsis sometimes just to make anoise and attract attentionfrom passing pedestrians.

Stage 2: From Insightsto New Service IdeasIn the second stage of theresearch, our team turned theinsights identified in Stage 1into insight platforms andthen used them to furtherdevelop service ideas andcreate stimulus for the thirdstage of work. Using a combin-ation of expert creatives andclient teams, three types ofstimuli were created.

Stimulus 1 — BrandceptsAkin to full-page magazineadvertisements, brandceptsare particularly good atexpressing the emotionalbenefits of an offer. They also express personality traits inherent in the serviceoffering, i.e., how the offer feels or is experiencedby consumers.

Each stimulus actslike a pinpoint on a positioning map,and the consumershelp define thepinpoints thatappeal the most.


Stimulus 2 — Service SummariesThese are simple descriptions and visuals thatdescribe the service offer, show what it is, andwhat it offers to consumers. In effect, this is asimple pack-aging of different components tohelp ensure that the offer is comprehensible andcan be researched. These are used to gaugerelative offer appeal and understand what drives appeal.

Stimulus 3 — Service FeaturesThis is essentially a long list of features, which isused to assess the relative appeal of the keyfeatures. It is particularly helpful when dealingwith large numbers of features.

Four principles guide what we do andhow we do it.First, as new services (or products) will sell onlyif they meet a new or unfulfilled consumer needor want, clearly articulating this is vital tounderpin and inspire creative development.Thus, the consumer need provides thefoundation for the insight platform and

catalyzes both positioning development and thedevelopment of a new service itself.

Second, new services (or products) can fail ifeither the strategy or execution of the strategy isincorrect. Thus, research stimuli that work atboth strategic and executional levels must becreated to mitigate these risks.

Third, as services are intangible, it isimportant to bring them to life so consumerscan react to them. Stimuli that recreate the real-life ways in which consumers encounter newservices (such as advertising and promotionalliterature that describe and visualize bothfeatures and benefits) tend to be the mostmeaningful. Additionally, this helps provoke andexcite consumers, enabling them to contributetheir own ideas to the innovation process.

Fourth, since it’s easy to create half-bakedideas and hard to develop good ones, creativityshould be thorough and not rushed. Using abroad range of expertise through both expertcreatives and the client team over an extendedperiod of time is critical. This enables acomprehensive range of brand-positioningnuances and service details to be explored and


This collage represents the insight platform of trustworthiness.

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expressed. This also enables the hypotheses anddevelopment of potential business models thatcan also be explored in research. In turn, thisalso helps ensure that creative development doesnot become disconnected from the practicalitiesof making a profit.

Stage 3: Exploring Service Positioningand Design OptionsIn the third and final stage of qualitativeresearch, the consumers responded to the threetypes of stimuli and helped develop the mostappealing and differentiating service offering.

What is unusual about thisstage of the research is themassive amount of each type ofstimulus that we show to therespondents. Each stimulus actslike a pinpoint on a positioningmap, and the consumers helpdefine the pinpoints that appealthe most. Our respondentsviewed more than 100brandcepts, a dozen service

summaries, and a long list offeatures. We decoded andanalyzed their responses at boththe strategic and executionallevels to define both the offerand the offer positioning.

The research groups typicallytake the following form.

First, the consumers discusstheir service experiences andneeds so we can understand thecontext in which they makedecisions, what they areseeking, and identify any gapsin market offerings.

Second, we explain thebrandcept method to theconsumers. We ask them to tourthe gallery of brandcepts andindividually choose a smallnumber that both appeal to


The final stage of this research involvedusing consumers as co-creators to shapeand determine thepositioning forpotential new offers, as well as to determinethe key componentparts of the offers.

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them and stand out from thecrowd. Then follows adiscussion and analysis of theirfavorites; the reasoning behindtheir choices provides the basisfor the positioning of the offer.

Third, we ask the consumersto tour the gallery of servicesummaries and again choosewhich ones most appeal andstand out from the crowd. Againfollows a discussion and analysisof their favorites, and whatdrives their selection providesthe basis for determining thecore-service offering.

Fourth, the consumers view a list of services and gauge theservices' relative appeal. Dis-cussion and analysis of thefavorites, together with thelearning from the servicesummaries, provides the basisfor validating the service detail.

Finally, the consumers co-create their ideal offers from allof the stimuli discussed andprovide insights on execution.

FindingsIn addition to trustworthiness,convenience stood out as animportant benefit of any serviceoffer. Both are potentiallydifferentiating because they aregenerally not provided today.

Convenience is importantbecause consumers want to carryon living their lives with mini-mum disruption. Convenience

Brandcept A


needs to be defined in the consumers’ terms (not the garages’), which includes not beingconstrained by location nor by time. Thebrandcepts shown were particularly appealingand brought these points to life.

Additionally, in the U.S., service providerswhose doors are always open are particularly

appealing among time-stressed people andamong those with small children.

Some motorists described situations in whichfamily members drove 50 miles across town toget their cars serviced at places they could trust.This causes huge inconvenience, in terms ofcoordinating family schedules, getting up early,

or even having to take a day off.Plus, given the contextual evid-ence of demand for other 24/7services, it’s no surprise that thosedesires extend to car servicing.

Summary: Insights forService InnovatorsIn summary, organizationswishing to create new servicesface more complex challengesthan those who wish to createnew products. In addition to the tools and techniques

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Brandcept B

Brandcept C


outlined so far, three key process pointers canensure a successful outcome.

1. Make the Intangible Tangible.Unlike products, services seldom have a fixedphysical form. They cannot be seen, touched, orexperienced before purchase. Often they aredifficult to grasp, they tend to begeneric, and they fail to standout and motivate.

In this study, for example,convenience and trustworthinesswere important across all markets.It is hard to convince consumersof service promises of convenienceor trustworthiness, however, untilthe service has been experienced.

Making the intangibletangible helps address this issue.Examples of ways to maketrustworthiness tangible includeoffering a money-backguarantee or installing a glasswindow in waiting rooms. Thelatter is a relatively low-costinitiative but offers hugebenefits by enabling consumersto watch the mechanics atwork, thus helping theconsumers feel more reassuredand in control.

2. Create Service Packages to Simplify the Complexity.More variables can be involvedin service innovation other thanproduct innovation. Variablesinclude detailed characteristics,features, benefits, and

personality traits. The significant research anddevelopment challenge of dealing with thisadditional complexity can be overcome bydesigning services as packages or bundles ofelements to meet the differing needs of differentconsumer segments. This reduces the complexityinto manageable and comprehensible offers.


In addition totrustworthiness,convenience stoodout as anotherimportant benefit of any service offer.Both are potentiallydifferentiatingbecause they aregenerally notprovided today.

Expressing and visualizing the offers inpackaged form also enables consumersto assess their relative appeal andidentify key motivational and/oremotional drivers. Understanding theoffer drivers further aids thedevelopment process.

3. Identify and Highlight Differentiating Features.Service features can play a crucial role in differentiating an offer, and amechanism is needed to decide whichfeatures should be put in the spotlight.Importance should be given to creating,exploring, and understanding therelative appeal of a potentially largerange of individual features, as well therole that each plays in the appeal of theoverall service package. In this project,we created and explored some 47 differentfeatures. Analysis of both offer drivers andof the relative appeal of key features helpssort the wheat from the chaff.

Results So FarSo far, this study has revealed anumber of insights and service offersthat have the potential to transform the global vehicle-service market. The study’s insights and strategyrecommendations have been sharedwith the client and with the client’spartners globally. Not only has thishelped our client achieve a consensusunderstanding of the market and aunified global strategy, but it has alsoprovided the basis for strengtheningrelationships with the auto-servicingtrade. A powerful platform now existsto raise standards and sales across theindustry as a whole.

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TARGETED MARKETING

ometimes U.S. marketers treat Canada as an add-on. Its population isjust nearing 32 million, which is roughly 10 percent of the UnitedStates’ population. Does this population size justify a separatemarketing-research exercise, let alone a separate marketing plan?

Sometimes the corporate answer has been no, and this can mean thatcompanies will assume that the same qualitative research is likely to workon both sides of the 49th parallel.

Other marketers, however, have taken the trouble to examine Canadamore carefully in order to avoid mistakes resulting from cultural misreads.They have analyzed Canadian needs against the Canadian backdrop tooptimize their chances of marketing success. The discussion below presents11 issues to bear in mind when considering a research program ordeveloping a marketing and communications plan for Canada.

Mark Lovell discusses 11 issues to bear in mind when considering a researchprogram or developing a marketing and communications plan for Canadian markets.

B Y M A R K L O V E L L

Lovell Group • Westmount, Quebec • [email protected]

Without a sense of personalrecommendation,trial and adoptionof a new brand in

Canada may bedisappointing.

S


1. LanguageJust under a quarter of the Canadianpopulation uses French as their first language,and most of them are in the province ofQuebec. While about two-thirds of theQuebec population are either bilingual or at least are passably comfortable in English,this is not the same as fully understanding a moderator who speaks in English.Furthermore, even when French-speakingCanadians have good command of English,they sometimes resent being obliged to use itoutside (or even inside) of working hours.Quebecois French is not identical to what isspoken in Paris, as its idioms, colloquialisms,pronunciation, and intonation are distinct. AParisian French translation won’t necessarilycommunicate what you want it to in Montreal.A moderator who speaks Parisian French willbe treated politely, but rejected as not “one of us.”

This sometimes acts as a restriction onexpression of feeling. French Canadians havetheir own media, and exposure to English-language media cannot be assumed. Theywatch Hollywood movies but, more oftenthan not, in translation.

2. Different DemographyCanada’s population is growing older as lifeexpectancy continues to increase. Assumingimmigration rates remain constant, theproportion aged 50 and over will be one-thirdof the total population in 2006. The backlashagainst traditional expectations for largefamilies is still in place. Population growth atthe young end of the age scale is more andmore dependent on immigrants and on ethnicgroups other than those of European origin.Communication pieces aimed toward youngfamilies (e.g., in brochures on vaccinations)increasingly need to use languages in additionto English and French, such as Mandarin,Hindi, Spanish, etc.

3. MulticulturalismIn Canada, the principle of nationalenrichment via preserving language andcultural differences takes precedence over themelting-pot approach. Canadian-ism is lessvociferous than the more overt patriotic zealof other countries, and sometimes it almostseems apologetic. But it simmers below thesurface, ready to explode whenever the

national hockey team is on the ice or when acommercial obviously shot in New York isused to launch a new product in Canada.Seeing ads or movies that were shot in Canada(the so-called Hollywood North) that purportto show American cities or the American WildWest do not compensate. In communicationstesting, moderators often find Canadianconsumers analyzing the surroundings forCanadian relevance as much as the message.Any assumption, real or implied, that theCanadian market will follow an Americanpattern is resented.

4. IdentificationWhat exactly is Canadian? Canadians like tobe called just that, Canadians. WhileCanadians regard the term “North American”as applying to anyone or anything betweenMexico and Ellesmere Island, if you reallywant to antagonize them, call them“Americans” (although a minority of puristsobject to the name American only beingapplied to people living in the United States).Ask a group of Canadians what happened onNovember 2, 2004, and they will reply, “Why,the American election.” When discussingproduct differences, they refer to Americanbeer, American smokes, or American cars.These are not necessarily pejorative terms,which can be clear based on the context andthe tone of voice. If someone in Europe says

In Canada, populationgrowth at the young end ofthe age scale is more andmore dependent onimmigrants and on ethnicgroups other than those ofEuropean origin.

Canadian, Eh? C O N T I N U E D

Canadian Population Age Breakdown (2003)

Under 10 12%10-19 13%20-29 14%30-49 31%50-64 17%65+ 13%(Source: Statistics Canada)


“Americans” to designate United Statescitizens, that is fine for most Canadians. But if a European includes Canadians in that expression, it becomes provocative.

5. AllegiancesThere are, in fact, several different Canadas interms of personal identification. This meansthat researching or addressing people asCanadians in a particular part of the countrymay need to take into account other forms ofallegiance. Just as Maine and Georgia rightlyconsider themselves different from one another,so Canadians also resent any assumption ofnational homogeneity.

This poses a problem for nationaladvertising campaigns in Canada. Some solveit by reference to accepted icons, such as icehockey, Canadian film stars, inventors likeAlexander Graham Bell, or early explorers likeChamplain. Some settle for Canadian scenery,pictures of moose or grizzly bears, ordistinctive accents that Canadians can identify(even if nobody else can).

President Lyndon Johnson once said that heconsidered himself a man, an American, and aTexan, “in that order.” In Quebec, there aresome who would call themselves Quebecoisbefore calling themselves a Canadian. InAlberta, there is a similar sentiment of beingfirst and foremost an Albertan (or a

Westerner). Anywhere west of the Ontarioborder, there is a propensity to feel bothignored and exploited by “Central Canada” or“Eastern Canada.” British Columbia oftenthinks and reacts in terms of U.S. West Coastinfluence, where a trend in California mayreach Vancouver sooner than a new idea fromToronto. On Canada’s east coast, three of the

five Maritime provinces (New Brunswick,Nova Scotia, and Prince Edward Island) mayfeel close links to one other, but the other two(Newfoundland and Labrador) are onlyaccepted into this group by adoption.

Other allegiances have developed as a resultof common industrial interests. Farmers,

fishermen, pulp and paper workers, andanyone working in the oil patch often displayfeelings and attitudes stemming from theirsituation and what they depend on. This is animportant consideration for anyone researchingattitudes towards the U.S. (such as Americantourist destinations or American products).Anti-American feeling is rife among cattlefarmers or anyone in the softwood lumberindustry, for example, since these industrieshave trade disputes with the U.S. At the sametime, shared, cross-border interests in oil, gas,and electricity influence attitudes toward theU.S. in a more positive way. Note as well thatnearly a half-million American citizens areliving in Canada, and thus at a personal levelCAN/AM ties are strong and continuous.

6. Financial PrioritiesAs in the U.S., Canadians want to make moneyand own nice real estate. But the balance ofpriorities is not the same. For example, inCanada, universal health care is available, buttaxes are higher. Housing is less expensive, butmortgage interest is not tax deductible. Carsare generally less expensive, but gasoline pricesare higher.

Some Canadians want lower taxation andless government interference, but the majoritywant a social safety net for the sick, theelderly, and the poor. They accept the need topay taxes for this. By some estimates, one infive Canadian children live in poverty, and


Canadian Population Regional Breakdown (July 2004)

Maritime province plus 7%Newfoundland/LabradorQuebec 24%Ontario 39%Manitoba/Saskatchewan 7%Alberta 10%British Columbia 13%Yukon/NWT/Nunavut <.05%(Source: Statistics Canada - Prelim. Postcensal Estimates)


most Canadians want to change this even if itmeans paying higher taxes. On average, eachhousehold pays the equivalent of about 40percent of their annual outgoings on incometax, health and social-program insurance,pensions, and other social contributions.

Universal health care is, in fact, coming apartat the seams. Provincial authorities act as fiercewatchdogs on which drugs may and may not besupplied free to patients in need. Waiting periodsfor tests like an MRI are sometimes outrageouslylong. But the principle of “to each according totheir need” remains sacrosanct, and prescriptionmedicines cost much less in Canada than in theU.S. (a difference that hasbeen noticed by legislators inseveral U.S. states). Onaverage, a Canadianhousehold spends the largestproportions of their annualexpenditure on shelter (26percent), transportation (19percent), and food (16percent). By contrast, theyspend just 4 percent onhealthcare.

7. Financial ServicesCanadians mostly use largebanks with nationalcoverage. Despite all thetechnological advances,they still cling to personal,face-to-face service forcertain transactions, suchas opening an account,changing a service plan, or discussing loans orinvestments. On the otherhand, for simple operationslike bill payments, onlinebanking has growndramatically, with one-third of Canadian accountholders now engaging insome online banking.

This contrasts with Canadians’ reticenceregarding Internet shopping. Mistrust of anydeal requiring them to divulge a bank orcredit-card number online remains very strong.Typically an Internet user may get shoppinginformation online, but chooses some othermeans of making a purchase (and this is true forboth young and old).

8. Personal RecommendationAn advertising campaign may have impact bycommunicating benefits very well, themerchandisers may have installed excellent in-store displays, and the company’s spokespersonmay be glamorous. But without a sense ofpersonal recommendation, trial and adoptionof a new brand may be disappointing(although this varies regionally, with peerapproval more important in Quebec, theMaritimes, and parts of Ontario). Onlinerecommendation may be working at a viral-marketing level among younger consumers, butit has yet to become a significant influenceamong, for example, homemakers.

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In communications testing,moderators often findCanadian consumersanalyzing the surroundingsfor Canadian relevance asmuch as the message.


9. Food and Drink Canadians have the same concerns aboutovereating and obesity as do people in otherdeveloped countries. They mutter Atkins, low-carb, and Montignac diet in cafés and on streetcorners. They recognize this problem amongtheir children, where 10 percent to 15 percentof Canadian children are estimated to beobese. This is less than in the U.S. (over 15percent) but definitely worrying. As a result,there are fierce attacks on fast-food outlets,soft-drink manufacturers, and video games.

These attacks come from teaching institutions,healthcare centers, government departments, andeven the media. Some school boards reject dealswith manufacturers for free computers and sportsequipment if the price includes junk-food vendingmachines. Marketers can no longer rely onubiquitous availability of their products unlessthey are nutritionally correct.

But junk food is far from dead in Canada. Themajority of the population probably just shrugswhile munching on a burger and fries. It is thevocal minority who are addressing this issue,threatening to make it the next major battle aftersmoking and drinking. American researchers andmarketers sometimes do not realize the differencein the legal drinking age at the border, but U.S.

students in the border states certainly do nothave to be told. They know that once in Canadathey can buy alcohol at age 18 or 19 (dependingon the province).

10. ReligionMost Canadians associate themselves with onereligion or another. But this is very differentfrom active religious practice. There has been along-term trend towards personal (as opposedto institutional) religion. Different faiths areaffected differently. In some places of worship,concerts outnumber religious services.

One factor is that various scandals haveundermined respect for religious officials. Atthe same time, multiculturalism demandsrespect for each others' beliefs, and Canadiansreact protectively against attacks on another'sreligion, whether real or imagined. Theparadox is that they may smile at aspects oftheir own. For marketers, inclusive advertising isnot just about white, black, and Asian models.Distinctive headgear—such as turbans, scarves,or the hijab—may also need to be represented.

11. War and PeaceCanadians like to consider themselves lessaggressive than people in other countries. Thisdoes not rule out hunting and fishing, both of

which attract a largefollowing. But the murderrate in 2003 dropped to its lowest point for 30years, and without thedeath penalty, which wasbanned nearly 40 yearsago. Marketing violentvideo games is certainlysuccessful in this country,but they still have thepower to shock parentsand educators.

Canadians wereoutraged by the runaway


War is a bad word inCanada, and any hint ofmilitarism in advertising,packaging, or brand name iscapable of provokingnegative reactions.


costs and apparent inefficiency of their federalgovernment’s Gun Registry, which since 2002has required that all firearms be officiallyregistered. Yet a majority want stricter guncontrols, including police chiefs. Ruralcommunities are divided, since this policyquestions their way of life. Inmajor cities, however,especially after an upsurge ingang violence, the attitude isthat gun sales should belimited, and most agree withthe bumper sticker that says“The right to arm bears” tothe one that says “The rightto bear arms.”

Peacekeeping is the waymany Canadians define therole of their armed forces.War is a bad word, and any hint of militarism inadvertising, packaging, orbrand name is capable ofprovoking negative reactions.

PatternsOf course, a great deal ofCanadian consumer behaviorfollows familiar patterns.Canadians consult flyers forbargains and clip coupons.They go to warehouse storesto load up on essentials oncea month. They calculate thedifference between 0%financing and long-term resalevalue when selecting a car.They like to buy Canadian,but they admire Germanmechanical engineering andenjoy paying less for clothingmade in the Third World.They listen to Shania Twain(born in Ontario), and theirsex roles are blurred. Atschool, girls’ results go upwhile boys' marks decline.Literacy stubbornly refuses torise much over 80 percent.They detest telemarketing, buttheir college-age children signup to do it. Viral marketinginfluences the young moreoften than mass media.

All the above is more orless standard North American.What makes the Canadian

market distinct and worth a separateexamination are the nuances. Beneath thatapparently placid surface there is hot magma,following its own rules, waiting for its ownsignal to erupt.


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n the growing armies of morning dog walkers, on suddenly pet-friendly airlines, instorefront pet spas, and in pet-targeted superstores, the evidence is pointing to anindisputable fact. America has gone to the dogs.

Spending on pets is growing at faster rates than ever. At over $34 billionin 2004, according to the American Pet Products Manufacturing Association(APPMA), purchases for Fido and Fifi have doubled in the last decade. What’smore, the sophistication and styles of foods, clothes, and even luxury goodstargeted at pets and their indulgent owners are flourishing.

Marketers and market researchers should pay attention to this trend becauseopportunities are expanding on several levels. Pets are increasingly being integratedinto the story lines of print and TV advertising. Growing numbers of productcategories are being developed and brands extended with pets in mind. Companionanimals are being treated with greater indulgence and respect; they are

Arf, Arf! Meow, Meow!The Pet Market Is Growing by Leaps and BoundsHy Mariampolski explains the reasons why pet products have become a $34 billionmarket in the U.S and details the expanse of premium products.

B Y H Y M A R I A M P O L S K IQualiData Research Inc. • San Francisco, CA • [email protected]

Spending on petsalready surpasses

such child-oriented categories

as toys ($20billion) and is 33

percent larger thanthe $24 billioncandy industry.

I

TARGETED MARKETING


becoming central members of their households.A thorough understanding of human-petinteraction will help marketers gain traction inthis increasingly competitive space.

Market DataMarket statistics illustrate how this trend ismoving. Spending on pets already surpasses suchchild-oriented categories as toys ($20 billion)and is 33 percent larger than the candy industry($24 billion). Pet products, as a result, areenticing major retailers and manufacturers withcreative expansion opportunities. Marketers areyelping with delight and purring withsatisfaction if they can capture a share of thesegrowing dollars.

In 2004, 62 percent of U.S. households playedhost to a critter, up from 56 percent in 1988,accounting for some 64.2 million Americanhouseholds. Pups (65 million strong) and kittens(77.7 million of them) are being integrated intofamilies with full privileges formerly reserved foronly biological offspring.

Populating the pet trend are aging babyboomers whose wallets are expanding as theirown nests are emptying, children who demandnothing less than full equality for their furry andfeathered siblings, and young professionals forwhom pets appear to be compensating fordelayed childbirth.

Within American culture, pets are treated asindividuals and as family members. Ownersnormally regard themselves as parents—83percent refer to themselves as their pets’ momor dad, according to the American AnimalHospital Association. And 76 percent feelguilty leaving their pets when they go to work;38 percent admit to calling home to talk totheir animals. Pets serve as a projection ofowners’ egos, fantasies, and aspirations. AtChristmastime, pets preen in family pictures;their gifts are shared from underneath the tree.They might have received one of Hallmark’sCat’s Christmas cards.

Companion animals are called upon to playthe roles of a family security officer, a mentorfor children, the exercise coach, and the objectof our affectionate needs. Whether they work orjust get pampered and indulged, pets occupy alarge place in our hearts. Buying goods andservices on their behalf is an activity driven bystrong emotions.

Asserting that “human societies cannot beunderstood fully without an examination oftheir constitutive animal economies,” theAmerican Sociological Association recentlyestablished a Section on Animals and Society to

stimulate further serious scholarly researchabout the ways people and other members of theanimal kingdom interact. In the view of these“anthrozoologists,” the formerly prevailingopinion that saw animals as instinctive andimpenetrable is evolving to one that describesthem as “socially engaged agents.” Perspectiveslike these appear to be stimulating new ideasabout animals’ thoughts and feelings, and,consequently, engagement and activism onbehalf of such concerns as animal ethics arebecoming more vociferous.

Researching PetsQualitative researchers are hopping on this trendby gaining and sharing consumer insights that aresupporting the development of new products,services, and communications. Contextualinterviewing—in the places where pet-humaninteractions normally take place in everyday life—can deliver an extra measure of understanding toclients. Some moderators are adding sorts of dog-breed images to their bank of projectivetechniques. Understanding whether the brand nowis perceived as an aggressive and eager greyhoundor as a slow but friendly beagle can lead marketersto make needed strategic interventions.

Ethnographers encountering a household withpets realize that establishing rapport with thefamily means, first of all, making friends withresident critters. Peeking through the family’shidden corners, moreover, they notice that petscreate maintenance issues that drive sales ofparticular brands of laundry detergents, surfacecleaning products, and room deodorizers, aswell as soaps, pet shampoos, and accessories.Beyond that, pets are visibly gaining enhancedroles and products at dinnertime, potty time,playtime, and bedtime.

Product Depth and BreadthLooking into stores, there seems to be a productavailable for everyone’s taste and preferred pricepoint. Trendy global home-furnishings retailerIkea, for example, has introduced its Pets andPeople line this year, allowing pet lovers tocoordinate their own dinnerware with theirpups’ bowls and their bedspreads with kitty’ssleeping cushion and collar.

At the other end of the social scale, anyaspiring aristocrat can buy a sterling silver bowlwith a gold-plated interior, inscribed with thewords “Gucci Cat” for a mere $1,270. They arenot alone in the pet-luxuries niche but mustangle for space next to such marquees as LouisVuitton, Prada, Chanel, Burberry, Tiffany,Coach, and Harley-Davidson.

Arf, Arf! Meow, Meow! The Pet Market Is Growing by Leaps and Bounds C O N T I N U E D


Pets are also wearing the latest fashions.Those who insist on flashing the signature polo-player symbol on their clothes, for instance, canbuy Ralph Lauren shirts in dog sizes that comein a full palette of colors and also feature suchclassic details as ribbed collars and banded shortsleeves. For the adventure-loving pet, Land’s Endoffers the Pet Squall Jacket whose highlightsinclude a water-resistant nylon shell andpolyester-fleece lining to protect the poochagainst rain and snow.

Fed up with table scraps, pets can upgradetheir provisions with offerings from OmahaSteaks and Newman’s Own Organics. Eventhough sales of commodity pet foods are flat,the premium segment is booming. Reflectingtheir own preferences, owners believe that dogsand cats will thrive best on foods that offerweight control, low-fat and low-carb, high-protein, and vegetarian benefits. In the treatsaisle, your “good boy” may find innovativeproducts like Greenies that bring the added

functionalities of helping to kill the bacteria thatcause bad breath and reducing tartar build-upon teeth.

Supporting this trend on the merchandisingside are the superstores such as Petco andPETsMART. These outlets create the ultimatepet-oriented retailing experience by equallywelcoming humans and their animals and bydevoting all of their space to pet products.Superstores have had a significant impact inshaping buying habits. Though most pet ownersare not outlet loyal, they are more likely tospend longer amounts of time and make biggerdollar purchases at pet superstores, where thereare many more products to choose from.

In some cases, this retail exposure can makeor break new entrants. Greenies have taken offas a result of being carried in larger national pet-superstore chains. The brand has grown by morethan 5,000% since 2000, according to companyaccounts, to overtake Milk Bone as the largestU.S. dog-treat brand by value sales.

Services for PetsAt the end of a hard day of shopping, whiletheir owners are attending yoga classes, pets canrelieve stress by getting a massage and a scrub,perhaps with John Paul Pet’s Oatmeal Shampooby Paul Mitchell. Services targeted at petsappear to promise continued growth as strong asthat for products. National hotel chains areadopting pet-friendly policies. Several innkeepershave announced new programs that includeeverything from oversized pet pillows to a turn-down treat. Welcoming pets had previously beenthe province of the roadside sector; increasingly,however, upscale chains like the Kimpton Groupare polishing the doormat.

The barriers toward travel with companionanimals are being broken. Many airlines nowmaintain reasonable policies for jet-setting pets.Midwest Airlines, for example, recently scored amarketing coup by being the first out of thedeparture gate with a frequent-flyer offer forpets, announcing a new program that gives petsa free round-trip ticket for every three domesticround-trip flights they take with their owners.“While in the past their owners have beenracking up miles on free trips, all the pets havebeen getting is a pat on the head,” says MidwestCEO Tim Hoeksema. “We decided that it washigh time to throw a bone to our frequentcustomers—and their best friends.”

International GrowthAlthough Americans are top-dog in this categorytrend, Europeans and Asians have not been


Even though sales ofcommodity pet foods areflat, the premium segmentis booming.

Breakdown of Pet Ownership in the U.S.

Cats 77.7 millionDogs 65 millionBirds 17.3 millionReptiles 9 millionSmall animals 16.8 million

Source: APPMA (2004)

Total U.S. Pet Industry Expenditures (in $Billions)

2004 $34.3 est.2003 $32.42002 $32.42001 $28.5


Breakdown of Estimated 2004 U.S. Market Sales

Pet Food $14.3 billionVet Care $8.3 billionPet Supplies/Medicine $7.9 billion


laggards. The U.K., France, and Germanymaintain high pet-ownership habits and steadygrowth in the pet-accessories market, butcountries like Italy are experiencing spectaculargrowth—about 70 percent over the last 10 yearsin the pet market, representing more thandouble any other EU country. At $2.9 billion in2002, with 5 percent projectedgrowth through 2005, andwith new retail channelsopening, the Italian pet-products market presentsopportunities for smartAmerican marketers.

In other regions, the growthof hypermarkets and massmerchandisers is fueling theexpansion of pet-orientedofferings. In the U.K., forexample, Asda (owned by Wal-Mart) opened its first petcenter in August 2003. Now,U.K. residents can even obtainpet insurance from Wal-Mart.In New Zealand, TheWarehouse (the largesthousehold-goods store) hasstarted selling pet accessories.In South Korea, Megapet (an11-story pet department store)has opened near Seoul.

This trend is not without itsdissenters. Sociologist CarolWade, blasting the increasingtendency for advertisers toinclude a participating pet inads for cars, jeans, and rugs,calls attention to the sociallyisolating effects of petownership. She argues thatpets are something else to keep Americans houseboundalongside their homeentertainment centers andpersonal computers. She also underscores datademonstrating that a record4.7 million dog bites occureach year in the United States.

Still, Americans are neverfar from a health-related claimto substantiate just aboutanything. Citing statistics froma range of medical studies, theAPPMA touts reduction inblood pressure and stress,greater psychological stability,lower levels of depression, and

a measure of protection from heart disease asreasons to cultivate a meaningful relationshipwith a companion from the animal kingdom.

This trend will be self-limiting, of course, andgrowth will eventually flatten. Nevertheless, forthe time being, pet-oriented marketing stillseems to be running wild.



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BUSINESS MATTERS


usinesses, both large and small, struggle with howto break through the communication clutter.People are simply overwhelmed with marketingmessages. In fact, many of us train ourselves to

ignore advertising simply as a defense mechanism—otherwise we would not have time to get through ourday. So what’s a marketer to do?

There are three ways to get people’s attention: thefamiliar, the unusual, and the problematic. Mostadvertising uses the first two, the familiar and theunusual, to get grab customers’ attention. Ads thatfeature celebrities are an example of using the familiar toget attention, and we have all encountered advertisingthat tries to shock or surprise us to get our attention.

Ads that use those methods get us to pay attentionbriefly, but then we drift off almost as quickly. Forexample, if I see Tiger Woods in a car commercial, I maypay attention initially. “I know Tiger Woods,” I wouldsay to myself. “What is he doing on TV?” Then I wouldrealize he is in a car commercial, and if I were not in themarket for a car, I would forget about it immediately. Anytime I saw that commercial again, I would realize it wasthe same one I had seen before, and I probably would noteven bother to pay attention at all. And even if I were inthe market for a car, the commercial does not provide mewith any useful information to help me choose that modelover any other.

Let us look now at ads that feature the unusual. Let usimagine I see a commercial with strange, rat-like creaturesjumping up and down, singing about sandwiches in highvoices. (Sound familiar?) It is so unusual that I will take alook the first time I see it on TV. But, even setting asidethe fact that rats and food are a really bad mix, I ammore likely to remember the strange creatures than theadvertised sandwich. These types of ads win awards forcreativity but do not necessarily increase sales. Instead,they quite often leave people saying, “That was a greatad, but I can’t remember what it was for!”

B Y J A Y Z A L T Z M A N

Bureau West Marketing & Research • TolucaLake, CA • [email protected]

B

Jay Zaltzman reminds QRCs to focus on hot buttons when communicating withprospective clients.


Break Through the Clutter: Create Marketing Communications That Resonate C O N T I N U E D

Use Hot ButtonsThat leaves us with one last method:problematic. The way to both get and keep yourprospects’ attention is by addressing the issuesthat are problematic with regard to the productor service being sold. These are the areas of

uncertainty that the prospect has in making aninformed product decision, his or her hot buttons.For example, an ad for a mattress with a headlinethat reads, “Is there any difference between a$300 mattress and a $3,000 mattress?” wouldprobably get my attention. It would certainly be

more likely to do so than adsthat show happy couplessleeping (the familiar) or aclown jumping up and downon a mattress (the unusual).

When people are in themarket for a product or aservice, they crave informationto help them make aninformed decision. Instead,advertisers usually give themplatitudes such as “topquality” or “best in thebusiness.” We all know thatthese phrases are meaningless,but big businesses with bigmarketing budgets can repeatplatitudes so many times thatpeople will start to believethem. If those companies,however, used those samebudgets to address theirprospects’ hot-button issues—that is, actually give prospectsgood reasons to purchase theirproduct—their marketingwould be far more effective.

Stop Competing on PriceMarketers frequently complainthat they are forced into pricewars with their competition. Inreality, customers choose basedon price only when they haveno other information to go on.For this reason, it is critical tofind the target’s hot-buttonissues and address them inmarketing communications.When armed with credibleinformation about why oneproduct or service is betterthan another, they willfrequently choose a moreexpensive option if they believeit represents a better value.

We use market research tofind prospects’ hot buttons.While the methodology maydiffer according to the

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marketer’s specific situation, the basic questionsare the same: What are the areas of concernregarding the product or service? What docustomers not understand? What do they thinkthey need to know to make an informedpurchase decision? What are the emotionaltriggers for purchasing choices?

We Have Their Attention. Now What?Once the customer is paying attention, we needto get them to continue reading, listening, orwatching. To do this, we have to follow with apromise that their continued attention willyield something of value. Once again, skip theplatitudes and concentrate on morequantifiable claims.

For example, a statement such as “We’realways on time” is likely to be ignored, and itmight even lose the prospect’s attentioncompletely. By contrast, a statement such as“We’ll have your house cool in two hours oryou don’t pay” is likely to be noticed andbelieved, since a marketer would be unlikely tolie about something that measurable.

Of course, marketers are not always able tomake such strong, quantifiable statements. Inthat case, offer prospects information that is ofgenuine value. For example, in a marketingcampaign for a group of focus-group facilities,one headline reads, “Lost a client because of badrecruiting?” That is certainly a hot button forthe target. The sub-head said, “Three questionsto ask your research facility to make sure thatnever happens again.” For a client who hiresfocus-group facilities, that is information worthreading. Compare that to a facility ad that says,“We are absolutely the best,” “Superiorrecruiting,” or “The premier facility in the city.”Which ad will customers more likely read?

How to Fish with a Bigger NetMost marketing communications target only thepeople who are ready to buy immediately. Butthose people make up only a fraction of your totalmarket. What about the other people who willeventually want to buy, but just not right now?There is an efficient way to appeal to those futurebuyers. For example, include a low-risk offer in allyour ads as a way for people to learn more aboutthe product, or offer anything that can addresstheir hot buttons without requiring much effort orcommitment on their part.

Some ads only offer the option of calling orcoming in to speak to a salesperson. Forexample, if a customer sees an ad for a focus-group facility, the logical next step is to call andask for a bid. By contrast, you could offer clients

a free report on good recruiting. That is an offerthat is of interest to the prospect, and it does notrequire any risk or commitment on their part.

Of course, once people respond to the low-riskoffer, the advertiser has a list of people who arelikely prospects. These prospects should receivemarketing communications, not annoyingplatitudes, with information that is of value andthat reinforces the perception that the advertiser isthe right choice.

If you include a low-risk offer in everymarketing communication, you can measure theresults of each communication. You can testvarious approaches on different portions of yourdatabase before committing serious mediadollars to an ad.

How Does This Apply to QualitativeResearch Consultants?This approach is particularly applicable to ourown businesses as qualitative researchconsultants. The majority of clients who are notready to buy right now are very important to us.Since qualitative research projects represent abig commitment of resources for our clients,they need to feel comfortable with a QRCbefore hiring him or her. So it is important tonurture potential clients over time withconsistent marketing communications.

Further, remember this approach whendiscussing marketing strategy with your clients.It will help them create more effective marketingcommunications, and it will help them see thatqualitative research is one of the best ways touncover their target market’s hot buttons.

If you want to create marketingcommunications that prospects will actually wantto receive, uncover their hot buttons to get theirattention. Give them the information they need inorder to choose you over your competition, andthen keep in touch with them consistently, so thatwhen they are ready to buy, your company is theonly logical choice.


Break Through the Clutter: Create Marketing Communications That Resonate C O N T I N U E D

The way to both get andkeep your prospects’attention is by addressingthe issues that areproblematic, areas ofuncertainty that are theprospects’ hot buttons.

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The last group articulates critical issues.

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TRAVEL & LEISURE

The city ofVancouver has a

lifestyle soseductive thatsome who visitfor a weekend

immediatelybegin making

plans to stay fora lifetime.

Photo courtesy of Tourism Vancouver


ith one visit to Vancouver, you’ll be hooked. People whospend time in the gorgeous Canadian province of BritishColumbia, especially the ever-growing city of Vancouver

and nearby Vancouver Island, return with glowing accounts of thebreathtaking natural beauty, the friendly people, the incrediblefood, and the myriad cultural attractions. It may sound likepublic-relations puffery, but in this case I can personally assureyou it is true.

The Green SophisticateThe city of Vancouver has a lifestyle so seductive that some whovisit for a weekend immediately begin making plans to stay for alifetime. It’s a casual city in attitude and dress, with a decidedlymild (and somewhat un-Canadian) climate. Its prime location onthe West Coast and its clean, urban landscape have helpedHollywood (just three hours away) use it as a double for NewYork, Hong Kong, Los Angeles, Boston, San Francisco, Detroit,and London in film and television. Both the cinematically blueskies and the seasonal Pacific Northwest rains ensure that the filmbusiness is booming.

Vancouverites work hard, yet they do not have to go far to play,and locals have said that a bad day can be turned around simplyby looking out the window. Vancouver offers so many attractionsto visitors that many feel like they are in a much larger and oldercity. Even though you can ski in the morning and sail in theafternoon, the appeal goes much deeper, even for outdoorsy typeswho love its green surroundings and urban sophistication.

Vancouver: The Urban andWilderness Experience of a Lifetime

B Y S U S A N S W E E T

Doyle Research Associates, Inc. • Chicago,IL • [email protected]

Susan Sweet invites you to fall in love with the beauty and variety of Vancouver—both the city and the island.

WVancouver Island is

a place where theexperience of

drinking in trulyfresh and delicious

air is anastonishingly

frequentoccurrence.


Neighborhood Walks and SightsSome of the biggest thrills of visiting Vancouvercome from walking or taking publictransportation through the interestingneighborhoods and quintessential, quirky sitesaround town. Visit www.walkvancouver.com forplenty of route suggestions and maps.

Another method, and a great option for thoselooking for an overview of the city beforeheading out on their own, is a VancouverTrolley tour (www.vancouvertrolley.com). Thebonus is that users can hop on and off at thedestinations they want to see.

Regardless of the mode of transportation youchoose, you should explore the many interestingneighborhoods to get a sense of the incrediblevariety available within this city of just over halfa million people.

Stanley Park (www.seestanleypark.com) is a1,000-acre park featuring massive totem poles,intriguing sculptures, and a 17-mile network ofpeaceful walking and cycling paths throughoutold- and second-growth forest. It features agorgeous seawall trail right along the water(which can get crowded on summerweekends), a must for those looking for amemorable walking or running experience.The wheelchair-accessible Beaver LakeInterpretive Trail is a good choice if you’reinterested in park ecology, and the viewsfrom Prospect Point are awe-inspiring.

Nearby, the Vancouver Aquarium MarineScience Center (www.vanaqua.org) is aparadise for kids and anyone who isintrigued by nature of the underwater variety.Massive pools with windows below thewater level let you come face to face withwhales, sea otters, dolphins, and harborseals. In the Amazon rainforest gallery, youcan walk through a jungle setting populatedwith caimans, tropical birds, piranhas, andvegetation.

Take a walking tour of Granville Island(www.granvilleisland.com) to see its publicmarket, restaurants, boats, and art galleries.This is particularly pleasant on Saturdayafternoons, when the market is lively. Inaddition to the many unique shops, it offersa brewery tour, a children’s market, and

interesting food stalls. It even features threemuseums (www.granvilleislandmuseums.com)under one roof, dedicated to sport fishing,model ships, and model trains. To reachGranville Island on foot, take the AquabusFerries at Hornby Street, which deliverspassengers across False Creek to the GranvilleIsland Public Market.

Since Chinese were the first to settleVancouver, it comes as no surprise that the cityboasts a Chinatown. In this case, however, thereare two: one in Vancouver proper, and the otherin the nearby suburb of Richmond. With itsAberdeen Centre for immigrant-run tea shops,snack shops, and tantalizing dim sum spots,Richmond is a worthy diversion even with its20-minute drive from downtown.

For those who choose not to leave Vancouverproper, the English/Chinese signs and invitingsmells will point walkers to Chinatown’sbustling streets. On the western edge, next to theChinese Cultural Centre, sits a serene escapefrom the cacophony of the rest of Chinatown.The Dr. Sun Yat-Sen Classical Chinese Garden(www.vancouverchinesegarden.com) is the firstauthentic Ming Dynasty-style garden outsideChina. It was built in 1986 by 52 artisans fromSuzhou, China, incorporating design elementsand traditional materials from several centuries-old private gardens. Summertime brings guidedtours and Friday-evening concerts to the garden.

Vancouver: The Urban and Wilderness Experience of a Lifetime C O N T I N U E D

Since Chinese were the firstto settle Vancouver, it comesas no surprise that the cityboasts a Chinatown.

Don’t miss the Chinese-style walled park nextdoor, which is also a tranquil experience.

The Museum of Anthropology at theUniversity of British Columbia (www.moa.ubc.ca)is a true delight. Unique and well planned, itworth a bus ride through the Kitsilanoneighborhood. Northwest Coast First Nationsare the focus here, and a standout piece is TheRaven and the First Men, which tells the Haidastory of creation. The massive carving of yellowcedar was done by the late Bill Reid, who alsocarved the exquisite jade canoe at the VancouverInternational Airport. The museum’s award-winning building, situated on the cliffs at PointGrey, is remarkable. Rambling around theBotanical Garden is another pleasant diversionwhile on the university campus.

On the way back downtown, hop off the busin Kitsilano for some shopping and a cup ofcoffee, a glass of wine, or a memorable meal.Also visit the Vancouver Museum, the H.R.MacMillan Space Centre, or the VancouverMaritime Museum, all in the Kitsilano area.

Enjoy shopping on Robson Street, whichlinks the West End with downtown and is linedwith coffeehouses, restaurants, and a youngcrowd. Skyrocketing rents have turned thestretch into an outdoor mall featuring chainslike Gap, Club Monaco, Roots, Lush, andArmani A/X. For a more varied shoppingexperience, try a stroll through Yaletown,which has smaller, more trendy boutiques—though not necessarily higher prices.

Nearby Diversions and ExcursionsNorth America’s largest tramway, only 20minutes from downtown, is found at GrouseMountain (www.grousemountain.com). Inwinter the mountain offers 22 ski runs, and insummer it is a favorite hiking and climbingdestination. The Grouse Mountain Skyride is themost comfortable option to take you the 3,700feet above sea level, where the view includesmountains behind you, oceans before you, andislands off in the distance. Once at the top, youcan take in a half-hour video presentation at theTheatre in the Sky (it’s included with a Skyrideticket). Other free summertime mountaintopactivities include lumberjack shows, chairliftrides to the peak, walking tours, hiking, and achance to visit orphaned grizzly cubs at themountain’s wildlife refuge.

No visit to Vancouver is complete without a stop at Capilano Suspension Bridge(www.capbridge.com), located a mere 10minutes from downtown through Stanley Park.Swaying 230 feet above Capilano Canyon, the



bridge creates a gentle ripple effect with eachstep, making the walk across this 450-footbridge a true sensory experience. Even thewalks to and from the suspension bridgeprovide breathtaking scenery, no matter whatthe weather.

A favorite destination within reasonableproximity to Vancouver is Whistler Village.Whistler and Blackcomb mountains (part ofWhistler Resort) are the two largest skimountains in North America, and they areconsistently ranked the first- or second-best skidestinations on the continent. The resort haswinter and summer glacier skiing, the longestvertical drop in North America, and one of themost advanced lift systems in the world. Inwarmer months, Whistler boasts five lakes forcanoeing, fishing, swimming, and windsurfing;five golf courses; and many hiking andmountain-bike trails. On its own, the villageitself is a charming destination.

Dining HighlightsMulticultural dining experiences abound inVancouver. While not all the great restaurantshave Asian influences, this is the prevailingtheme, and one with delicious options. A fewfavorite restaurants include:

• Vij’s: Food celebs make a point of dining atVij’s. Chef Vikram marries Western food andEast Indian spices in a highly original way,and serves in a small and warmly welcomingdining room with first-rate service. (1480 W.11th Ave., 604-736-6664)• Tojo’s: The most sublime sushi is at Tojo’s.Expect a hefty bill for the treat of sittingbefore Hideki Tojo at the sushi bar or tryinghis ever-changing specialties in the star-studded dining room. (202-777 W. Broadway,604-872-8050).• Raincity Grill has a huge wine list that’sfocused on the Pacific Northwest, and wine issold by the glass at a reasonable markup by aknowledgeable staff. The menu changesseasonally and relies almost completely onlocal and regional products, from salmon andshellfish to game and fresh organic vegetables.(1193 Denman St., 604-685-7337)Other restaurants of note include:C: 604-681-1164Lumière: 604-739-8185The Five Sails: 604-891-2892Sun Sui Wah: 604-872-8822Bin 941: 604-683-1246Elixir: 604-642-0577Canadian Maple Delights and La Casa Gelatofor sweet stuff



Land of ContrastsClearly, there is no need to escape from urbanVancouver, since much of it already feels like alush, green oasis. One of the most appealingaspects of Vancouver as a vacation destination,however, is its easy access to the manytreasures that are part of “the Island,” whatVancouverites call the giantlandmass across the Strait of Georgia.

Vancouver Island includesremote seaside enclaves andhardy mountain villages, aswell as the sophisticated andbustling provincial capital ofVictoria. The Island’s activitiesare almost endless: whalewatching, ocean kayaking,visiting nature habitats (stayalert for bears and cougars!),scuba diving, sailing, surfing,hiking in old-growthtemperate rain forests, soakingin natural hot springs, salmonand halibut fishing, golfing,

strolling through elaborate gardens, andvisiting world-class museums as well as small,artist-run galleries. Visitors to VancouverIsland should prepare themselves for anadventure of a lifetime.

Just an easy, comfortable ferry ride awayfrom Vancouver (a beautiful, memorable trip in

Paula CrimminsRoxanne NaszradiMelissa Brodsky



its own right), Vancouver Island beckonsanyone wishing to enjoy unparalleled sceneryin its most natural state. This is a place wherethe experience of drinking in fresh, delicious airis an astonishingly frequent occurrence. Whilesome visitors head straight for the more refinedcapital city, the rest of the island is more thanjust “the land north of Victoria.” In fact, manyvisitors prefer to make the trek across to thewesternmost coast and, in particular, to thevillages of Ucluelet and Tofino.

The Scenic Rain CoastTaking a car along on the ferry ride fromHorseshoe Bay (West Vancouver) to Nanaimois a must, as the drive across Vancouver Island(necessary for a trip to Ucluelet and Tofino) isthree hours along the windy, forest-shroudedIsland Highway. Making a stop for provisionsin Port Alberni is a good idea, as there are

very few populated areas through the stunningyet desolate mountain passes. Upon reachingthe westernmost side of the Island, the PacificOcean and so-called rain coast greet eagervisitors. A right turn toward Tofino or a lefttoward Ucluelet make an equally excellentchoice for exploring the rain coast.

Ucluelet is an interesting mix of man andnature. The town is home to fishers, with somefish processing and traces of logging, and it hasan abundance of wildlife and hardy locals.Tofino is a relaxed and casual place, given tounwinding and getting back to nature. It has awalkable, village feel, and it is home to manyoutfitters and charters for daytrips into the wild.Nearly every excursion allows visitors to seesome combination of black bears, sea lions,seals, eagles, blue herons, gray and orca whales,salmon, and halibut in their natural habitat, allfrom a thrillingly close distance. And after aterrific day of sightseeing, both villages offercasual eateries as well as eclectic fine dining.

In between Tofino and Ucluelet lies thePacific Rim National Park and, within itsboundaries, the famed Wickanninnish Inn(www.wickinn.com). Thanks to its AncientCedars Spa and highly acclaimed PointeRestaurant, guests feel truly pampered amongthe rugged surroundings.

The Pacific Rim National Park Reserve,including the spectacular coastline along Long


No visit to Vancouver iscomplete without a stop atCapilano Suspension Bridge,located a mere ten minutesfrom downtown throughStanley Park.


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Evaluate: Determine your level ofcompetence on each of the competencies byutilizing the “Self Evaluation Instrument forProfessional Competencies of QualitativeResearch Consultants.”

Educate: Once you know where youare and where you want to be, take advantageof current and future QRCA educationalresources related to each competency (such aspresentations at the annual conference) toenhance your knowledge and skills.

Become Better

about the Professional Competencies and the Self-EvaluationInstrument, visit the QRCA website at www.qrca.org, or contact theProfessionalism Committee.

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“A Rising Tide Lifts All Boats.”

Beach and Florencia Bay, offers many easyhiking trails. At low tide, hikers can meanderthrough the temperate rainforest and then out tonearby islands, where starfish and sea anemonewait for the water to once again submerge theircrystal-clear tide pools. Park rangers areexceedingly friendly and helpful. They can helpplan a memorable hike or point out a greatvantage point for watching the gray-whale

migration in the spring.

Victoria: The GenteelProvincial CapitalFor a short trip to VancouverIsland, Victoria is a fine place tobegin, and for some it is enoughfor a quaint introduction to theIsland. There is plenty toexplore in central Victoria, fromthe flower-fringed InnerHarbour and nearby ParliamentBuildings, to Market Square andthe red gates of Chinatown. Allare within walking distance ofone another and provide acharming picture of theprovincial capital.

The Royal British Columbia Museum(www.royalbcmuseum.bc.ca)deserves a full day to take in theFirst Nations exhibits, NaturalHistory gallery, the OpenOceans collection, the IMAXtheater, and all its other world-class offerings. The Royal BCMuseum’s scope and size can beoverwhelming, particularly forthose who try to cram theexperience into a few hours.

Finally, flower lovers may wanta full day to explore the beautifulgrounds of the world-famousButchart Gardens(www.butchartgardens.com),which is a half-hour drive fromdowntown Victoria. Originally aprivate estate and still family-run,this stunning 55-acre garden hasdrawn visitors since it was plantedin a limestone quarry in 1904.The site’s Japanese, Italian, rose,and sunken gardens grow 700varieties of flowers in a settingthat is beautiful year-round.Traditional English tea is served inthe dining room.

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QRCA NEWS

Conference Preview: TheWorldwide Biennial Conferenceon Qualitative Research

Organ i z ed j o i n t l y b y : A s soc i a t i o n f o r Qua l i t a t i v e Re sea r ch ( AQR )and Qua l i t a t i v e Re sea r ch Consu l t a n t s A s soc i a t i o n ( QRCA )

Sunday, April 175:00 – 7:00 pmConference Registration6:30 – 8:00 pmCocktail Reception & Welcome Address

Monday, April 189:00 – 9:10 amIntroduction & WelcomeKendall Gay and Peter Lovett, Conference Co-Chairs

Session 1: Transformation through Restatement9:10 – 9:30 amAct First, Research Later: The Irish ExperienceThis paper draws analogies between political andmarketing decision-making, looking particularlyat the point of absurdity where they fail. Tosucceed, both should be reflective andconsidered, but sadly both are more likely toblunder forwards blindly and impulsively, withunfortunate results. Examples are offered toillustrate this theme.Presenters: Alan Sheehy, Skeffington, Director,Millward Brown IMS, Dublin, Ireland

9:35 – 10:15 amKeynote Speech: TransformingPerceptions of IrelandSpeaker: Mark Henry, Head of Research andPlanning, Tourism Ireland, Dublin, Ireland

10:15 – 10:35 amWine Redefined—The Launch of PhillipsNewman by The Unwins Wine Group LtdWe threw out the rule book and asked customershow they buy wine. Phillips Newman, with its sixcategories (Bright, Smooth and Rounded for white;Fruity, Mellow and Chunky for red), is the answer.Presenter: Lucinda Craig, Consultant,Elucidation, London, UK

Session 2: New Ways to Ride theQualitative Beast

11:05 – 11:25 amThe Princess and Her Hero: A Saga of Branding, Storytelling, Freedom, and RestraintBrand marketers like to tell us that everysuccessful brand tells a story. However, folkloristshave long recognized that in traditional societies,the storyteller is free to create a story only withinthe limitations of what his or her audience iswilling to believe. This presentation explores theimplications of this limitation for branding andfor qualitative market research.Presenter: Reyn Kinzey, Vice President, Kinzey &Day Market Research, Richmond, Virginia, USA

“Qualitative Transformations: Creating a New World Map”April 17-19, 2005, Conrad Hotel,Dublin, Ireland

Online registration: www.qrca-aqr-conference.info/


11:25 – 11:45 amIncreasing the Authenticity ofEthnographic ResearchEthnography is a very effective method forunderstanding customers’ behavior. This casestudy demonstrates how everyday behavior in theusage of electrical kitchen appliances can beresearched effectively and provide results that areas authentic as possible.Presenter: Edeltraud Kaltenbach, Director ofQualitative Research, Maritz Research,Hamburg, Germany

11:45am – 12:05 pmFoundation Research: How ResearchCan Contribute Positively to the CreativeDevelopment ProcessThis presentation describes a way of usingresearch to help feed the development of thecreative process and give teams the confidenceto support more potent, impactful, and ownablecreative expressions of brands. Our work isbased on research experiences and on interviewswith users of research.Presenter: Kate Hamilton, Managing Director,Gravity Planning & Research, London, UK

12:15 – 2:15 pmLunch – Roundtable Discussions

Session 3: Out of Africa—TowardsCreating a New World Map

2:15 – 2:35 pmQualitative Marketing Research inEmerging and Transitional MarketsThis session offers a critical evaluation ofstereotypes and dogmatic positions aboutconducting qualitative research in the ThirdWorld. It shows how local consumers’sensibilities, complex personalities, andexpectations about products and services havebeen ignored on the assumption that all ThirdWorld markets are the same. We will also shareinformation on the best way to approachemerging and transitional markets.Presenter: Ugo Geri-Robert, Head of QualitativeResearch, Research International Market Trends,Lagos, Nigeria

2:35 – 2:55 pmAfrican Shrine: Extending the Role ofQualitative ResearchResearch in African markets is challenging andcomplicated due to various factors such as exigenttraffic conditions, excruciating heat, lack ofinfrastructure, unreliable technology, etc. Gainingsignificant insights into the consumer dynamics ofthese markets calls for creative approaches,including combining and applying several qualitativetechniques for generating a clear understanding ofbrand, cultural, and market dynamics.Presenters: Lee Kotze, Managing Director, andStuart Jones, Research Executive, QualitativeIntelligence, Cape Town, South Africa

Session 4: Transformation throughIntrospection

3:30 – 3:55 pmEmergent Enquiry: The “New”Qualitative ResearchAs the complex interdependencies of our worldbecome increasingly apparent, we can no longerrely on our traditional understanding of researchand knowledge generation. Hence the growinginterest in networks, complexity, and emergence.This paper suggests some new qualitativeapproaches based on current ideas rooted incomplexity and social constructionism.Presenter: Sheila Keegan, Director, CampbellKeegan Ltd, London, UK

3:55 – 4:20 pmUsing Early Memories to TransformQualitative ResearchConsumer memories are increasingly being usedto understand motivations that can restagebrands and categories. Deep memories elicitstrong emotions; current research on therelationship between memory and the physiologyof the brain suggests several reasons for anenduring connection between recollection andmotivation. This presentation will review severaltheoretical principles and describe case studiesthat have made an effective connection betweenmemory and product (re)introduction. Presenters: Hy Mariampolski, Ph.D., ManagingDirector, QualiData Concepts & Strategies, NewYork, USA; George M. Zinkhan, Ph.D., Coca-Cola Company Chair of Marketing, University of

Conference Preview C O N T I N U E D


Georgia, Athens, Georgia, USA; Kathryn A.Braun-LaTour, Ph.D., Assistant Professor ofTourism and Convention Administration,University of Nevada, Las Vegas, Nevada, USA;and Michael S. LaTour, Ph.D., Professor andChair of Marketing at the University of Nevada,Las Vegas, Nevada, USA

4:20 – 4:45 pmWe Are the Future: BreakingBinaries and Driving ConsumerInsightThis paper argues that qualitative research istrapped in a paradigm that puts it behind thecurve of modern consumerism. As an industry,we are too concerned with consumer reactionand the binaries of acceptance and rejection.This stimulus/response paradigm that formsthe bedrock of the discipline is, in part, aconsequence of research coming post-development, post-design, or post-launch.Rather than being backward-looking “yea” or“nay-sayers,” we must move beyond thebinaries and capitalize on our unique ability todeliver expert insight.Presenter: Susan Stancombe, ManagingDirector, Stancombe Research & Planning,Paddington, New South Wales, Australia

Tuesday, April 19

Session 1: Surviving and Thriving in aChanging World

9:10 – 9:50 amKeynote Speech: Qualitative Researchand Its Role in Transforming McDonald’sWorldwideSpeaker: Tom Peck, Director of BusinessResearch, McDonald’s, London, UK

9:55 – 10:15 amChanging to Stay the Same: LearningSurvival Tips from a Sicilian AristocratThe Prince of Salina, the central character ofGiuseppe Tomasi di Lampedusa’s great novel,The Leopard, lived in a time of enormouschange. By considering how he retained hispower in such a turbulent time, when everythinghe stood for became irrelevant, we can learnsomething about transformation and survival.Presenters: Dee Chalmers, Ph.D., and Matt Kirb,bob’s your uncle, London, UK

10 :15 – 10:35 amWork Across the Pond: PersonalReflections in Cross-Cultural CollaborationThe conventional wisdom is that qualitativeresearchers should be “local.” Our experience inhaving a member of the London office workingin the U.S. suggests that the situation is morecomplex. We will discuss how challenges and the“outsider/insider” collaboration can be usedeffectively to enrich the research.Presenters: Judith Langer, Senior Vice President,NOP Qualitative, and Claire Reilly, SeniorExecutive Director, NOP Qualitative, NOPWorld, New York, USA

Session 2: The Cinderella Effect—Examples of Qualitative Magic

11:05 – 11:25 amUncovering a Hidden Truth and Findinga New Brand-Mindset Connection forDiet Coke in IrelandDiet Coke’s volume was slowing down asconsumers started drinking more water andstylish café lattes. Diet Coke needed toreinvigorate itself. An insight analysisidentified a deep-rooted need for the target—glamor. This formed the basis of a verysuccessful integrated campaign for Diet Cokethat ran in many markets.Presenter: Kay McCarthy, Deputy ManagingDirector, McCann Erickson, Dublin, Ireland

11:25 – 11:45 amCommodity to Brand—Adding Value tothe Herd in ArgentinaArgentina produces an enormous amount ofcommodities, including wine, tea, and beef.Producers have begun to understand that theirfuture economic prosperity will rely on offeringdifferentiated goods. This case study looks at thebranding of beef.Presenter: Berenice Perillo, Psychologist and GeneralDirector of BP & Asociado, Buenos Aires, Argentina

11:45 am – 12:05 pmNo Goodbyes for TataTAS is a cadre of high-potential managers of theTata Group, India’s second largest conglomerate,designed to groom future business leaders. Its brandperception eroded through the 1990s, relegating itto 31st rank among recruiters at Asia’s top businessschools. “No Goodbyes for Tata” is the story ofhow well-designed qualitative research took theTAS brand up to sixth position in two years.


Presenters: Piyul Mukherjee, Director, ProactResearch & Consultancy Private Limited, Mumbai,India, and Sriram Chandrashekaran, BusinessProductivity Advisor, Microsoft (formerly TASManager), Mumbai, India

Session 3: Weaving the Web—Using and Researching the Internet

2:15 – 2:35 pmExpert Panels and E-Diaries: UsingAsynchronous Group Sessions forConcept Testing and Early BuyerBehaviorOnline Bulletin Board Sessions are a relativelynew marketing research tool. Using case studies,this presentation will illustrate uses of thismethodology for various purposes, includingExpert Panel and Diary Studies. Recruitingchallenges and use of a “Dynamic DiscussionGuide” will be addressed in the presentation.Presenter: Foster Winter, Managing Director,Sigma Research Management Group, Cincinatti,Ohio, USA

2:35 – 2:55 pmEvolution of the Tourism IrelandWebsite—How Qualitative Research IsIntegral to the Progressive Developmentof a Promotional WebsiteA series of multi-methodological studies—including Internet groups, accompanied browsingdepths, electronic visitor-behavior monitoring, andquantitative pop-up surveys—assisted TourismIreland in evolving their website. The researchassessed best practice, usage trends and consumerreaction to website updates.Presenter: Dawn Wyrill, Associate Director,MORI Ireland, Belfast, Northern Ireland

Session 4: Transformingthe Theory

3:30 – 3:55 pmInertia Is GoodThe word “inertia” hasalways been associated with alitany of negatives. Thispaper will classify differentkinds of inertia to whichmany brands fall victim andlay down a set of principleswith which to turn these

negatives into a force for good.Presenter: Caroline Whitehill, Co-founder andStrategist, Acacia Avenue, London, UK

3:55 – 4:20 pmConstructivism & Research: Looking forNew Foundations to Understand theConsumer LogicIs there logic behind illogical answers? Thispaper, based on the constructivist paradigm,questions the premise that researching meansseeking out facts and objective truths. On thecontrary, it proposes an approach where themain aim is to understand how the consumer,and each one of us, constructs and invents his orher own opinions and realities.Presenter: Dimitri Schmitow, Managing Director,Schmitow, Ubeira, Madrid, Spain

4:20 – 4:45 pmThe Paradigm Is Changing—Don’t YouFeel It? The Implication of All-Is-EnergyTheory Applied to our ProfessionThe final paper of the conference focuses onseveral implications of the scientific concept “all-is-energy” that directly apply to qualitativeresearchers. Knowing and understanding energy-exchange processes will be of crucial importanceto social behavior in the future. This session willexplain how to use current knowledge aboutenergy levels in human interactions to make ourwork more effective.Presenter: Tsvetelina Stoyanova Ph.D., ManagingDirector, Market Links, Sofia, Bulgaria

5:00 – 5:15 pmConference Close and Presentation ofBest Paper Award


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Jay Martin

A Peek into Permission MarketingGreg Spaulding reviews Permission Marketingby Seth Grodin.

B Y G R E G S P A U L D I N G

Spaulding & Associates • Thousand Oaks, CA •[email protected]

ime is a very valuable commodity.With the average person workinglonger days and, in many cases,weekends as well, many of us have an

increasingly difficult time finding timewith friends and family. Further, as we arebombarded by a slew of information fromradio, television, periodicals, and theInternet, it is no wonder that people aregrowing more and more annoyed withtraditional advertising.

Traditional advertising is based on theconcept of snatching our attention awayfrom whatever we are doing, whether it isthe TV commercial that interrupts ourfavorite program or the telemarketing callthat disrupts dinner. In his book,Permission Marketing (Simon & Schuster,1999), Internet-marketing pioneer SethGodin calls this “interruption marketing,”and as more and more marketers arediscovering, it no longer works.

Godin argues that businesses can nolonger rely solely on traditional forms ofinterruption advertising in print orbroadcast commercials. He explains thatalthough interruption marketing is still thestandard at most companies, consumers

T

BOOK REVIEW


have learned to ignore traditional media ads.Instead of annoying potential customers by

interrupting their most coveted commodity,time, “permission marketing” offersconsumers an incentive to accept advertisingvoluntarily. Godin introduces a fundamentallydifferent way of thinking about advertising.

By reaching out only to those individuals whohave signaled an interest in learning moreabout a product or service, permissionmarketing enables companies to develop long-term relationships with customers. By creatingtrust and building brand awareness, theygreatly improve the chances of making a sale.This strategy produces a pool of consumersmore likely to buy because they have agreedto be involved, and it’s less expensive thanbroadcasting to a wider, indifferent audience.

If you’ve ever bought anything online, youknow that most Internet retailers ask for your e-mail address. Many of them also ask you tocheck a box if you are interested in hearingabout special offers. That is an example ofpermission or opt-in marketing. In this newworld of marketing, Godin points out that whatyou do with your customers’ data is just asimportant as getting it in the first place. Hedescribes four tests of permission marketing:

• Does every single marketing effort youcreate encourage a learning relationshipwith your customers? Does it invitecustomers to “raise their hands” and startcommunicating?• Do you have a permission database? Doyou track the number ofpeople who have given youpermission to communicatewith them?• If consumers gave youpermission to talk to them,would you have anything tosay? Have you developed amarketing curriculum toteach people about yourproduct or service?• Once people becomecustomers, do you work to

deepen your permission to communicatewith those people?The author delves into the strategies of

several companies that successfully practicepermission marketing, including Amazon.com,American Airlines, Bell Atlantic, andAmerican Express. He also cites examples ofmisguided campaigns, a “waste jamboree” oftraditional ads aimed at consumers who nolonger care. As Godin points out, there's an“infoglut” of ads in myriad media whose onlypower is to “interrupt” people’s lives.

Permission marketing works best on theInternet, he writes, because the mediumeliminates costs such as envelopes, printing,and stamps. Instead of advertising with aplain banner ad on the Internet, he sayscompanies should focus on discovering thecustomer’s problem and getting permission tofollow up with email.

This approach also has its place in the brick-and-mortar world. It’s considered permissionmarketing when a McDonald's counterpersonasks, "Do you want fries with that?" Since youhave already ordered a Big Mac, the logic is thatyou have implicitly stated that you could beinterested in other products.

In Godin’s view, permission marketing is good for advertisers because, in anincreasingly cluttered world it ensures that consumers will be more open to anadvertiser’s message. Individual pitches will bemore relevant, expected, and thus welcomed.For the same reasons, permission marketingshould be good for consumers.

Patricia Sabena • Nicole Sabena Feagin

Phone: (203) 454-1225Fax: (203) 221-0180Email: [email protected]: www.qual.com

11 Bradley Street • Westport, CT 06880

A Peek into Permission Marketing C O N T I N U E D


Permission marketing offersconsumers an incentive toaccept advertising voluntarily.

Interruption marketing nolonger works.


EDITORIAL GUIDELINES

Call for Authors: Publishing Opportunitiesditorial content for QRCA Views is managed byan editorial team that includes the editor-in-chief, managing editor, copy editor, contributingeditor, and the features editors for each of

Views’ regular columns such as The Qualitative Tool Boxand Tech Talk.

Views’ editors welcome QRCA members and membersof the marketing research community to submit articleideas or manuscripts for consideration.

We review each manuscript on an individual basis toensure that the article conforms to Views’ mission andgoals as well as to the topic mix needed for each issue.Occasionally, we may save a manuscript to use in a future issue. We reserve the right to edit anymanuscript or to change the title.

Submissions should be objectively written andsupported by case-study examples. Self-serving articles or those that promote a moderator’s or a researchcompany’s expertise will not be published in Views.

Please remember that it takes a good deal of time forour editors to read through all the submissions. We willlet you know as quickly as possible whether or not yourarticle has been accepted for publication in QRCA Views.

Submitting a ManuscriptPlease send articles via email as an attached Word file to the attention of Timm Sweeney at: [email protected]

• The preferred article length is 1,500–2,500 words. • To make sure that your manuscript can be easily identified and retrieved once it has beendownloaded in our “Article Submissions Folder,”your Word document/file attachments should belabeled as follows:

Brief title.Last name of author.doc

• Please be sure to tag each page of your manuscriptwith a left header that identifies the article titleand author’s last name and a right header with thepage number.• In addition to the title of the article, the front page of your manuscript should include the author’s fullname, full company name and address, phone number,and email address.• Please use only simple formats in your Worddocuments. Avoid using unusual indentations ortabulations as well as outline-style paragraphs withsubsets, boxes, or other page graphics. When the editingprocess has been completed, Views’ graphic designerswill format your manuscript so that it will beattractive and easy to read.• Include your full name, company name and mailingaddress at the bottom of your manuscript. If your articleis published, in appreciation of your contribution, wewill send you three complimentary copies via U.S. mail.

FAQs about Article SubmissionsWill I see my article before it is published in QRCAViews? No, our tight publication schedule does notallow for author review of edited manuscripts.

Will I be paid for the time and effort I put into writingthe article? No. Like most professional associationpublications, Views does not pay contributors.However, since the magazine is distributed broadly inthe research community, you will gain a good deal ofvisibility as a result of being published in Views.

Can I submit an outline for consideration before I submit the completed article? Yes, you may submit a 50-100 word description of your story idea to theappropriate features editor.

My article was published in another journal ormagazine. Can I send it to Views? No. We don’thave the resources to deal with the complicatedcopyright issues raised by articles that werepublished elsewhere. An article is considered“previously published” if it was published before inanother print or online trade journal, magazine, ornewspaper. However, if you have substantiallyrewritten the article before submitting it to Views,we will consider it. Should this be the case with amanuscript that you are submitting to Views, pleaseinform us. Along with the rewritten manuscript,please enclose a copy of the article as it was firstpublished.

Writing Style Guidelines• Write in the present tense and use the activevoice as much as possible. Avoid the use ofcontractions, i.e., don’t, wouldn’t, can’t, etc.• Footnotes, endnotes, or lists of references arenot necessary in a trade magazine such as Views.• Make liberal use of topic subheads to helpreaders scan your article and follow your main points easily.Please direct your queries and/or submit yourmanuscript to Managing Editor Timm Sweeney,[email protected]

Electronic Article ReprintsAuthors who publish in Views now have theopportunity to obtain a PDF file of their article asit appeared in the magazine. The cost to authorsfor an electronic article reprint in PDF format is$50. Please direct your request by email to EddieCoutras at Leading Edge Communications, [email protected].

We look forward to working with you!

E

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• INDUSTRY CALENDAR •

MARCHAsia-Pacific ConferenceMarch 12-15, 2005, Tokyo, Japan. Sponsored byESOMAR.www.esomar.org

MRS Annual ConferenceMarch 16-18, 2005, London, England. Sponsored byMRS.www.mrs.org.uk

Brand As StoryMarch 18, 2005, Washington, D.C. Sponsored byQRCA.www.qrca.org

APRILSCIP Annual ConferenceApril 6-9, 2005, Chicago, IL Sponsored by SCIP.www.scip.org

Shoppers Insights ConferenceApril 11-13, 2005, Chicago, IL. Sponsored by IIR.www.iirusa.com

ARF Annual ConventionApril 17-19, 2005, New York. Sponsored by ARF.www.thearf.org

AQR-QRCA Worldwide Biennial Conference onQualitative Research—“QualitativeTransformations: Creating a New World Map”April 17-19, 2005, Dublin, Ireland.www.qrca-aqr-conference.info/

Panel Research ConferenceApril 17-19, 2005, Budapest, Hungary. Sponsored byESOMAR.www.esomar.org

Retail Industry ConferenceApril 19-21, 2005, Budapest, Hungary. Sponsored byESOMAR.www.esomar.org

MayFragrance Industry ConferenceMay 15 – 17, New York, NY. Sponsored by ESOMARwww.esomar.org

AMA Training Series: New Product Development May 5 – 6, New York, NY.May 23 – 24, Chicago, IL. Sponsored by AMAwww.ama.org

Strategic Marketing ConferenceMay 9 – 11, Chicago, IL. Sponsored by AMAwww.ama.org

Corporate Marketing EssentialsMay 24 – 27, Columbus, OH. Sponsored by AMAwww.ama.org

Compiled by Dan Frost, QualiData Research Inc., Brooklyn, NY, [email protected]

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Index of AdvertisersAbout Orlando Market Research . . . . . . . . . . . . . . . . . . . . . . . . . . .52

Accurate Data Marketing, Inc. . . . . . . . . . . . . . . . . . . . . . . . . . . . . 84

Active Group . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . .Back Cover

Baltimore Research Agency . . . . . . . . . . . . . . . . . . . . . . . . . . . . . .11

Bernett Research Services . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . .68

Channel M2 . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . .17, 86, 87, 69

Columbia Focus LLC . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . .13

Connecticut Infocus . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . .49

Consumer Opinion Council Research Center . . . . . . . . . . . . . . . . . .96

Consumer Opinion Services Inc. . . . . . . . . . . . . . . . . . . . . . . . . . . .55

Copley Focus Centers . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . .55

Crimmins & Forman Market Research Inc. . . . . . . . . . . . . . . . . . . .81

Delve . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . .63

Doyle Research Associates, Inc. . . . . . . . . . . . . . . . . . . . . . . . . . . .26

Ecker & Associates . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . .26

Field Facts Worldwide . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . .30

Field & Focus . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . .27

Flagship Research . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . .61

Fleischman Field Research, Inc. . . . . . . . . . . . . . . . . . . . . . . . . . . .96

Focus Groups of Cleveland Survey Center . . . . . . . . . . . . . . . . . . . .98

Focus Market Research, Inc. . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . .3

Focus on Boston . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . .9

Focus Pointe . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . .53

Focus Suites of New York . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . .39

Focus Vision Worldwide, Inc. . . . . . . . . . . . . . . . . . . . . . . . . . .2, 5, 75

Focuscope, Inc. . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . .47

Gongos and Associates . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . .74

Group Dynamics in Focus, Inc. . . . . . . . . . . . . . . . . . . . . . . . . . . . .24

Group Net . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . .45

Home Arts Guild Research Center . . . . . . . . . . . . . . . . . . . . . . . . . .45

House of Marketing Research . . . . . . . . . . . . . . . . . . . . . . . . . . . . .81

InterClipper, Inc. . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . .97

International Field World, Inc. . . . . . . . . . . . . . . . . . . . . . . . . . . . . .85

Jay Martin . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . .91

JRA, J.Reckner Associates, Inc. . . . . . . . . . . . . . . . . . . . . . . . . . . . .95

Leibowitz Market Research Assoc., Inc. . . . . . . . . . . . . . . . . . . . . .98

Market View, Inc. . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . .12

Market Vision Research, Inc. . . . . . . . . . . . . . . . . . . . . . . . . . . . . . .54

MORPACE International, Inc. . . . . . . . . . . . . . . . . . . . . . . . . . . . . . .50

MRC Group, Inc. . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . .25

MRT Services, Inc. . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . .59

National Data Research, Inc. . . . . . . . . . . . . . . . . . . . . . . . . . . . . .25

National Field & Focus . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . .27

O’Hare in Focus . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . .48

Observation Baltimore . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . .47

Opinions… of Sacramento . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . .8

Perceptive Market Research . . . . . . . . . . . . . . . . . . . . . . . . . . . . . .67

Polzin Field Services . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . .84

Precision Research, Inc. . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . .51

QFACT Marketing Research . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . .85

Questions & Marketing Research Services . . . . . . . . . . . . . . . . . . .97

RDD Vupoint Portland . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . .54

Sabena Qualitative Research Services . . . . . . . . . . . . . . . . . . . . . .93

Schlesinger Associates, Inc. . . . . . . . . . . . . . . . . . .Inside Back Cover

SIS International Research, Inc. . . . . . . . . . . . . . . . . . . . . . . . . . . .49

SNG Research Corporation . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . .59

Taylor Research, Inc. . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . .72

The Focus Network . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . .7

The Opinion Suites . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . .15

Tragon Corporation . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . .60

Wilkins Research Services, Inc. . . . . . . . . . . . . . . . . . . . . . . . . . . .85

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