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Tara Lasker

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How My Company Keeps Me Loyal

Posted by Tara Lasker

Thu, Jul 13, 2017

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As a Research Director at CMB, part of my job is attracting and retaining top talent. I meet dozens of candidates each month, and even though I interview for a variety of different positions, everyone asks how long I’ve worked at CMB.

As LinkedIn reminded me recently, that answer is 17 years. 

The average American stays with their company for just 4 years. Being here for 17, I’d say I’m pretty lucky to have found a company that’s kept me interested, engaged, and loyal after all this time.

What is it that keeps me happily returning to work each day? Interviewing candidates offers me the opportunity to reflect and share what I love about CMB:

  1. Variety: We’re a full-service custom research firm whose focus is on helping solve our clients’ biggest, most complex business challenges. And since our clients include everyone from national financial institutions to Silicon Valley-based tech companies, no two challenges are the same. I’m constantly exposed to new challenges and therefore consider myself a “professional learner"—it never gets old.
  1. Flexibility: Professional services can be a demanding environment, but we strive to create a culture that honors work/life balance. Not only that, we have flexibility to work from home if the occasion calls for it, while some CMBers work remotely full-time. As a mom of two young kids, I especially value this flexibility!
  1. Growth: I’ve held several roles since starting at CMB, each of which has been an opportunity to explore different career paths while leveraging my strengths. I’ve tried and tested and now, as a manager of a large team, encourage my direct reports to explore and grow. It’s extremely satisfying to support the promotion of my colleagues and encourage their professional development opportunities.

Variety, flexibility, and growth have been the cornerstones of my CMB experience. We have a wonderful company culture that values creativity, hard work, and individual growth.

Interested in learning more? Check out our open positions and feel free to ask me questions in the comments!

Tara Lasker is a Research Director on CMB's Technology and eCommerce practice and is grateful to have found her professional home here.

Topics: Chadwick Martin Bailey, Market research

Is Uber Living Its Brand Promise?

Posted by Tara Lasker

Thu, Apr 21, 2016

The Uber experience continues to fascinate me with each ride. I pepper my drivers with questions about Uber’s business model, their experience as a driver, and how satisfied they are driving for the sometimes controversial ride-share company. It’s a topic I also bring up around friends, family, and colleagues, and I always come back to the same question: where does Uber win and lose in the minds of end-customers?

I took a look at Uber’s brand promises to see if those promises aligned with my own experiences (as well as the experiences of other people I’ve talked to.) Below, you’ll find Uber’s promises to riders:

uber-2.png

  • Tap a button, get a ride. It’s so nice to be able to request a ride from Uber with one tap and have a clear expectation of when my driver will be there and what my ride will cost. I appreciate having my driver’s information as well as the license plate number on hand.

Verdict? Uber delivers in a big way on this promise. 

  • No cash, no tip, no hassle. Until recently, I thought this was true, and I loved Uber for it. I appreciated that everything was linked to my account and that I didn’t need to fumble around my wallet in a dark car at the end of my ride. I asked a driver about this a little while ago, and I was surprised to learn that not only are tips not included in the fare, but Uber has also begun taking a higher percentage from each ride. I researched this after I got home and saw that the driver was right: tips are not included. The more I researched, the more I realized that I was not the only one who had this misconception.

Verdict? Uber says there’s no need to tip, but it’s not explicitly stated that tips aren’t included in the ride cost at all. There’s a lot of confusion surrounding this issue. Since I now know that tips aren’t included, I plan on tipping my driver out of pocket, which reintroduces the problem of fumbling around in my wallet at the end of a ride. This is an issue that could make me to switch to a competitor (perhaps Lyft, which allows you to tip in the app). In my opinion, Uber owes its drivers (aka “partners”) and its customers clarification on why “there’s no need for a tip.” 

  • You rate, we listen. This might just be my personal misconception, but given that it seems that anyone can drive for Uber, safety is a concern. This steers me in the direction of cabs when I’m alone because I perceive them to be better regulated. However, if I’m with my husband or friends, I’m much more apt to take an Uber for the value. I have colleagues who consider Uber as (if not more safe) than a cab since all rides are tracked via GPS and riders have the driver’s picture and information as well as the vehicle’s information at their fingertips. Every week, it feels like there’s a new story about an assault on an Uber rider or driver, which can make taking an Uber feel like riding at your own risk. So, what about the rating? Does it help? Just like an eBay seller, do positive evaluations help communicate safety?

Verdict? I’m mixed. I’m still not convinced that Uber is any more or less safe than its alternatives. However, as a data nerd, I do appreciate having data on my driver when I request a ride.

Uber filled a much needed void when it launched in 2009. But as the company continues to grow, the promises it makes to customers don’t always ring true. The fix? Implementing a customer measurement system, which will ensure that the company delivers on these brand promises and doesn’t steer off the road of success. 

Tara is a Research Director at CMB. She enjoys nights out in the city with her husband and grilling her Uber driver on the way home.

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Topics: travel and hospitality research, brand health and positioning, customer experience and loyalty

5 Things Boston's Snowpocalypse Taught Me About Customer Loyalty

Posted by Tara Lasker

Fri, Feb 27, 2015

snow, boston, customer loyaltyMaybe you’ve seen the news? This winter, Boston ushered in a new ice age. I’m joking (sort of), but you’ll forgive me since we have had six, SIX consecutive snowstorms, dropping over 90 inches of snow on the region. Commuting has become a game of strategy, and shoveling and “roof raking” have overtaken hockey as the city’s top winter sport. You know it’s bad when The New York Times’ editorial board tries to lift their city’s spirits by reminding New Yorkers that at least they don’t live in Boston. Ouch!Of course these storms have been no laughing matter for area businesses and employees, and customer loyalty is critical for surviving these stressors. So what can companies do to leverage loyalty when their customers are buried under 7+ feet of snow?

  1. Make me love you so much I’ll go out of my way to get to you. Loving a brand can help a customer look past inconvenience. For example, I have been using a service to help me decorate my house. The appointment when we were going to make some final decisions just happened to fall during one of the many snowstorms. I should have rescheduled—it was snowing and the roads were awful. But I was so excited that I just couldn’t wait, and I drove through the snow to make the appointment. Are your customers willing to drive through a raging storm to get to you?  That’s an example of the true love and loyalty we strive for.
  2. Build a strong foundation of trust and confidence. Between commuting nightmares, school closings, and travel bans, much of our work was being done outside of normal business hours. When I explained our situation to clients and coworkers, they understood. Communication and transparency are critical—be honest and upfront, and your loyal customers will respond. But. . .
  3. Even the most loyal customers have a breaking point. A few weeks ago, my husband and I had highly anticipated dinner plans, but we ended up not going because we knew we wouldn't have the patience to handle the parking challenges. We weren’t alone, and because of this, restaurants in particular have suffered. Businesses can use this time to find other avenues to connect with customers, e.g., doing competitive research or communicating to your (snowbound and captive) customers via social media, getting them excited about when they can come and see you next.
  4. Alternative online experiences are critical. Even though I couldn’t get out, I still needed things to do, and the snowpocalypse gave me the opportunity to beef up my online purchases and explore new websites. This is just one reason (of many) it’s important for businesses to have a functional and enjoyable online and mobile experience for customers who can’t get to you.
  5. One man gathers (shovels?) what another man spills. Customer loyalty is truly tested during times like these. Our public transit system has been having major problems. It’s been over a week since our last snowstorm, but our service is nowhere near back to normal. My colleague, who just couldn’t take it anymore, called an Uber and paid $50 for a 3 mile ride to work. It is unlikely the MBTA will lose customers over its spotty service, but will Uber or Lyft gain new and loyal customers as a direct result from the MBTA’s limited service? It’s surely possible.

The fact is, we can’t control the weather, and we can’t control every touch-point in the customer experience. But we can make sure we’re prepared by building a strong base of loyalty that can see through stormy weather and won’t melt come spring.  

Tara Lasker is a Research Director at CMB who is a survivor of 7 school snow days in 3 weeks, limited bus/train service, and severe cabin fever. She is looking forward to a family ski trip to North Conway, NH where she'll actually be able to enjoy the snow.

Topics: Boston, customer experience and loyalty

5 Questions with GSP's Kelli Robertson on Positioning Cisco's "Internet of Everything"

Posted by Tara Lasker

Wed, Dec 03, 2014

800px Cisco logo.svgGS&P.logo.with.name.1Goodby, Silverstein & Partners’ Kelli Robertson talked with CMB’s Research Director, Tara Lasker, about a recent messaging study they partnered on for Cisco. This study aimed to determine the best way to communicate Cisco’s role in the “Internet of Everything.” 

TARA: There’s been a lot of buzz lately about using data to support strategic thinking. Can you talk a little bit about how you strike that balance between the two in your role?

kelli robertson, GSP, Cisco, CMB

KELLI: Well, I don’t think data just supports thinking—I think it also generates it. There’s nothing more exciting than a table full of data and going through that data to find ideas and the story. I think that’s one of the things we did with this study. I think you always have to start with hypotheses and use the data gathered to prove or disprove them, which is what we did. You also have to be open to the data giving you new ideas. For us, data isn’t just about validating—it’s about learning.

It’s also important to realize that data helps bring consensus. Marketing is hard today because everything is so uncertain, and I think it’s easy for clients to dismiss things you learn from eight or even thirty qualitative interviews. It’s a lot harder to dismiss data. So if you can combine the data with the new ideas, you’re more likely to create consensus and generate buy-in from the people you’re working with.

TARA:  That’s definitely true, and we see that throughout many of our client engagements. Moving on to our study, can you talk about how GSP and CMB partnered to help solve some of the challenges that Cisco faced?

KELLI: The first thing that CMB did really well was to quickly grasp the topic. This includes how technology influences business, the somewhat complicated concept of the “Internet of Everything,” and all of the product and technology solutions that create the “Internet of Everything.” There wasn’t a lot of explaining that I had to do because CMB just jumped in. I think that’s a testament to all of your experience with clients in the technology industry. You also recognized that the “Internet of Everything” might be a complicated concept for respondents to grasp, so you helped us craft a few different ways to talk about it in the survey, which allowed us to better measure true awareness and understanding.

Here’s another example. This was a global study, and CMB had a lot of recommendations including using max diff scaling to prioritize messages and alleviate any global scale bias. These recommendations allowed us to overcome a challenge that I wouldn’t have even known about if it hadn’t been for you. You also recommended that we test a few diagnostics within the top scoring messages. That helped us gain a better understanding of why messages were compelling instead of just showing us which ones were at the top of the list. Those diagnostics helped us feel confident in the messages that stood out.

TARA: We did a lot of secondary research on our end and asked colleagues at CMB with the most tech experience about the “Internet of Everything.” We tried to think from a respondent’s perspective when answering the questions to make sure that we were getting the most useful data we could possibly get and to ensure the respondents were reacting the way we wanted without misunderstanding.

KELLI: I think that background research you’re referring to was what allowed you to help us so much. I live in the “Internet of Everything” world. I have for the past two years. You allowed us to go deep into the “Internet of Everything,” but kept in mind the fact that people won’t view it with the same amount of understanding that we do. That helped us ask questions in a more broad sense and allowed us to have good juxtapositions regarding innovation, business, and technology.

TARA: Exactly. We also looked at the different roles within an organization and how they saw it. For example, the C-suite and technical decision makers understood and liked the more detailed messaging while business managers liked the broader, softer messaging. Speaking of, can you talk about what impact this research has had on Cisco’s brand messaging strategy? What’s happened since we’ve presented the results?

KELLI: Well, as you know, Cisco keeps coming back to get more data, and the study is really being adopted. It helped us form the messaging strategy for Cisco moving forward. For example, it helped us craft the right language to explain how Cisco is making the “Internet of Everything” possible. There’s been this question in the marketplace: what does Cisco do to make the “Internet of Everything” happen? The study helped us answer that question and address the skepticism our audience has had in the most compelling way.

The study also helped us define a sweet spot within our target audience. Prior to this, we talked broadly about C-suite executives, business decision-makers, and technical decision-makers. We summarize our audience as C-suite executives, but the study uncovered a very clear mindset that matched Cisco’s aspirations. Now we’re able to use that data to talk about our audience psychographically. We’ve found an attitudinal sweet spot because of the confidence in the data. Without the study, we could guess that C-suite executives and business decision-makers felt a certain way, but the data is invaluable in changing the way we think about who we reach out to, how we influence them, and the attitude Cisco needs to have. That’s been really invaluable, and it influences a lot of our decisions in tone and placement media.

The study also helped validate some of the Cisco product solutions that we should prioritize in our messaging. In the past, Cisco was primarily a networking company. Now, Cisco is offering a suite of product solutions way beyond networking. This study helped us uncover which of those product solutions triggered the most thoughts of innovation in our audience’s mind, which helped us prioritize where we should focus our product efforts.

TARA: Let’s talk a little more about the buy-in. This is the second time we’ve worked together on a project like this, and we’ve always had a great partnership. You understand your client and the questions they need answered, and we work through the research design and analysis. Ultimately, the goal is to get buy-in and adoption. So, can you talk about the adoption throughout Cisco?

KELLI: We’ve presented this countless times at Cisco, and we’re still getting requests to present it. We also just presented all of the work to the global regions in Cisco to help inform their work. They use a lot of the work we do, but they also do a lot of work on their own, so I’m sharing it with them so that they can use it to help inform what they do. Certain people within the organization are even using the data in their day-to-day work, which is amazing.

One of the things I’ve been most excited about is that we’re working with the thought leadership team at Cisco, who help set the agenda and public relations initiatives around key themes and topics. They’ve spent a lot of time pouring through the results, and they ended up coming back with a huge list of questions that are going to drive their thinking for the next year. So it’s helping set thought leadership, which is great.

One of the biggest things we tested is Cisco’s mission statement—“Changing the way we work, live, play, learn.” That is a statement that has always been on paper, and it has always been referred to as Cisco’s mission statement. The data we got back showed how compelling this statement was to our audience. It came back as one of the top messages if not the top message. I think that’s been giving Cisco a lot of confidence that they need to do more with their mission statement and that it needs to become not just words on paper, but something that drives all action within Cisco. I think this study is going to breathe new life into this big, bold mission statement and give them the courage to use it more overtly to make bolder decisions. There’s a difference between having a mission statement and being on a mission, and I feel like this data gave them the confidence to be a company on a mission—on a mission to change the way we work, live, play, learn.

TARA: Over the years, you’ve been one of my favorite clients for several reasons—one of them being that you really approach the relationship like a true partnership. We really work together. We get to a place where you know the client, challenges, political environment, and research questions that need to be answered. CMB brings research expertise, which allows us to design the study in a way that is going to answer your questions, so you don’t have to worry about the technicalities. I feel like both times we’ve partnered, we’ve ended up in a good, clear place at the end because of the way we work together throughout the process.

KELLI: I agree, and I will say that who we chose wasn’t necessarily my decision. I worked with the head of our research group. When we were going through RFPs, it became clear that few research companies are so thorough. There’s just this reality that not a lot of other research companies are as strategic, bring the breadth of experience, dive in, and ask questions of other experts in the organization the way you do….and these were things we noticed from the first RFP. There’s just something special you have bottled over there.

TARA: Thanks, Kelli! Hopefully we’ll get the chance to work together again in the future.

Tara Lasker is a Research Director at CMB and Kelli is a Group Brand Strategy Director at GSP. They both enjoy good beer, good music, commiserating over the trials and tribulations of motherhood, and telling a great story with primary research data.  

Topics: technology research, strategy consulting, big data, B2B marketing, internet of things, B2B research, Researchers in Residence, brand health and positioning

Strangers with Influence: The Mysterious People Behind Online Reviews

Posted by Tara Lasker

Tue, Oct 22, 2013

By Tara Lasker

Like a lot of people, I rely on user reviews for virtually all of my purchase decisions. For example, in the last week I’ve read reviews on:

  • Yelp for restaurants (and even which dishes to order from said restaurants)

  • Overstock.com to give me a better idea on the quality/color of a mirror I was about to purchase

  • Airbnb to decide whether the location and appearance of a vacation rental was all it was cracked up to be

While I’ve come to depend on these reviews—I’d be hesitant to buy something that didn’t have some kind of rating— this mountain of data can be paralyzing. My husband and I are notoriously slow decision makers, and the cartoon below (from the always spot on xkcd.com) pretty much sums up how relying on user reviews has lengthened our purchase process. At one point we found ourselves wondering: who are these people anyway? 

What kind of person has the time to deconstruct and rate every detail of a lamp? I mean, you can find user reviews on anything—it’s remarkable.  Can these people even be trusted? And whose businesses are they hurting, or helping in the process?

xkcd onlinereviews

As a market researcher, I think a lot about these people and the information they’re providing.  Sampling is such a critical part of research design but it’s often overlooked by data users. Here are some questions we should be asking about the people we entrust our hard-earned money to:

  • Representativeness: This is a pretty simple concept, we need to ask: does this data represent the population it’s intended to?  Are Yelpers different than the average person? Do they care about the same things as me?

  • Authenticity: Are the responses real or are people gaming the system? If authenticity weren’t a real concern before, the recent government crackdown on consumer review fraud should make us wonder who is actually writing some of these reviews. Even if nothing illegal is going on, it makes sense to ask whether there are incentives or disincentives for a sincere evaluation.

  • Disposition: Are we only hearing from those who need a platform to vent or conversely those who are thrilled? Will reviews skew negative because consumers are much more likely to share a negative experience than a positive one? It's an important question and for Yelp's part, they share the breakdown of reviews by number of stars. In the chart below we find more positive reviews on Yelp than negative. 

Yelp ratings distribution

User reviews have changed the path to purchase for many industries, some are slower to adopt (e.g., health care) but even the stragglers will have no choice but to accept that these strangers are influencing their brand perceptions and purchase likelihood. It's worth our time to ask just who these influencers are.

Tara is Research Director at CMB, she's also an avid user review reader who doesn’t have the time to write her own reviews.

Topics: consumer insights, research design

When a Store Becomes an Experience: Jordan’s Furniture

Posted by Tara Lasker

Wed, May 09, 2012

If you live in Eastern New England, I am willing to bet you’ve seen a Jordan’s Furniture ad. Like Giant Glass (1-800-54-Giant!) and Bernie and Phyll's (quality, comfort and price—that’s nice!), it’s a brand we New Englanders recognize instantly. For those of you outside the Northeast, Jordan’s is a 5 store chain in Massachusetts, New Hampshire, and Rhode Island.  And whileWally at Jordans they are known for their creative ads, the store's core message is always the same:

  • We have a wide variety of products at low prices

  • We’re local and we serve the locals

  • We offer “shopper-tainment”—an experience above and beyond a typical store

Our work with brands at CMB tells us that defining the brand promise and how it matches up with a customer’s experience is more effective than measuring satisfaction in a vacuum. And when CMB works with clients to measure and understand customer experience we take the components of the brand’s value proposition and measure them for all the possible ways customers experience the brand—from how customers research products, to the promotions, to the in-store shopping experience. 

A recent trip to Jordan’s with my husband and 2 year-old, had me thinking about the multiple elements that make up the customer experience. I hadn’t been to Jordan’s in years, but I remembered a lot of activity, including a trapeze.  Back then, I walked right by and did what I needed to do.  But this time the “activity,” which was a bit distracting the first time around, was a welcome addition for entertaining my daughter. There’s an enormous Wally the Green Monster, mini-cars for the kids to drive, ice cream, and a ton of other fun stuff that allowed me to shop – dare I say—leisurely.  

My trip to Jordan’s highlighted how the different elements of shopping have changed for me over the past few years—I’ve gone from single girl to married with a 2 year old and another baby due any minute. Long gone are the days of casual shopping.  But now the experience is a greater consideration for where I will shop, and the shopping experience is something Jordan’s has mastered.

I can’t ignore the big question, did I buy anything? Not this time, but let’s just say that Jordan’s is high on my list the next time I need to shop for furniture. Would this type of experience deter the singletons who could do without the trapeze and fountain show? Maybe, but, Jordan’s knows their market, how to speak to them, and how to deliver. They kept their brand promise and have increased my likelihood to return. Well done.

Tara Lasker is Director of Project Operations at CMB, she welcomed a brand new baby boy on Monday, and will no doubt have many more opportunities for buying furniture in the future.

Topics: advertising, brand health and positioning, customer experience and loyalty, retail research

Trade-offs: What's a nice to have vs. must have?

Posted by Tara Lasker

Tue, Mar 29, 2011

M  CMB Photos and Stock Photography Stock Photography Objects ScaleAs researchers, we move through life a bit differently than other people.  We can’t watch television commercials without thinking about how well the spot tested (or if it was tested at all).  We’ll pause in front of an in-store display and carefully consider whatever’s at eye level.  We spend so much time helping clients understand consumer behavior that it really becomes impossible to turn that perspective off in our personal lives; in fact, in many ways that 24/7 perspective is arguably what makes us good at what we do.  And it can work to our advantage in our personal lives as well.

Recently, I bought my first house – a big decision for anyone.  As I was thinking about the kinds of things most people consider while house hunting (new versus old, proximity to the city, layout, price, school district, commute, etc), I naturally moved in to “research mode” and ran my own mini discrete choice.  I was thinking about all of my options in a way that gauged my purchase interest.  In many ways I was simplifying the “product” (in this case, my house) and my decision by separating “must haves” from “nice to haves.”

When you think about it, discrete choice is everywhere, especially in situations where the “product” has a high value – and therefore more risky. Take another big purchase like an engagement ring, for example. What matters most in the purchase process? What are the “must haves” and what are the “nice to haves”? Once a company understands what the consumer values most in their decision making process, the rest of the story becomes so clear.

We worked with a well-known national jewelry company to understand the value of a branded diamond. Does the brand of a diamond fall on the “nice to have” or the “must have” side of the purchase decision? How much would brand ultimately stand up to the 4Cs (cut, clarity, color, and carat weight) in an engagement ring purchase? The research showed that consumers were far more driven by the 4Cs and confirmation of the stone’s authenticity than they were by the brand name.  Consumers have been “trained” to value those 4C’s as the most important decision factors when purchasing a diamond. In this example what really mattered was value, defined not just by the cost of the investment but also by the return.  What are you really getting for your money?  Unless money is no object, isn’t that what you want to maximize when purchasing a home or any big purchase?  

Investing in, asking, and understanding what moves the customer through the purchase process is far more critical than guessing or assuming an investment is worth making, because guessing wrong can cost way more in the long run.  Whether we realize it or not, we are constantly making trade-offs, in our purchase decisions and in life in general.  We have to.  But for companies, understanding what those trade-offs are and how they differ by customer segment can unlock tremendous value.

 

j0422315 resized 600Anchored MaxDiff Ice Cream Flavor Rater

See firsthand how respondents experience and Anchored MaxDiff design with our Ice Cream Flavor Rater.

 


Tara Lasker, Director of Project Operations, is currently knee deep in renovations but a proud new owner of a 130-year-old Victorian home.

Topics: advanced analytics, methodology, path to purchase

Mullen's 2007 David Ogilvy Award

Posted by Tara Lasker

Sat, Jul 28, 2007

We wanted to share some good news with you about one of our clients.  The Boston-area based Mullen Advertising Agency has won the prestigious 2007 Advertising Research Foundation DAVID OGILVY award.  The OGILVY award, which was presented to Mullen and LendingTree for the ‘Best of Both Worlds’ advertising campaign, represents the best use of consumer research to build marketing campaigns that achieved superior business results. 
 
The objective of the LendingTree campaign was to address barriers to online lending adoption. The result: in the three months when the ‘Best of Both Worlds’ campaign launched, LendingTree witnessed a 14% increase in loan requests, while spending  20% less per month in advertising. In addition, LendingTree continued to grow the business year over year during the same 3 month period.

A Framework for Success

The research used by Mullen to develop and refine the campaign (and win the award!) was not complex. It was rather a very focused, disciplined and rigorous application of best practices in brand positioning and messaging research.  The goal of the research was to enable better and more precise messaging decisions. It did this specifically in two ways:

First, the research identified the relative motivational power of more general brand promises (e.g., Trust, Excellent Customer Service, Low Rates) and then looked at the different specific message executions.  In other words, the research identified the most motivating messages for the most motivating promises.

Second, the research allowed Mullen to consider three separate decision criteria simultaneously when deciding which specific messages to use and how to use them.  Those three criteria, applied to specific messages, were: alignment with the long term brand positioning strategy, awareness/knowledge in the market, and the relative motivating power of the message.  Mullen used the criteria in the following manner:

  • If a message met all three criteria – matched with long term positioning, had high awareness and was highly motivating, Mullen knew to speak to it as a known quantity and to leverage it. 
  • If it met only two of the criteria, for example – matched with long term positioning, was highly motivating but had low awareness, Mullen knew to focus on building awareness.
  • Alternatively, if the message had high awareness, but was neither motivating nor in alignment with long term positioning, Mullen knew it had to refocus its efforts.

Ultimately, this three-way insight enabled Mullen to more confidently make nuanced and precise decisions that drove the superior results.

We at Chadwick Martin Bailey are grateful for the opportunity to have worked with Mullen on executing the research that produced an award-winning advertising campaign. 

For more information about the Mullen research project, contact Tara Lasker at tlasker@cmbinfo.com

Topics: Chadwick Martin Bailey, advertising