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CMB + ABC @ TMRE 2017: Attracting Viewers (& Customers) in the Golden Age of Content

Posted by Megan McManaman

Mon, Oct 23, 2017

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We're less than 24 hours into TMRE 2017 and it has been a whirlwind of sessions and great conversations with researchers and marketers from all over the world. If you're not one of the 1000+ people who've converged on Orlando for one of the biggest market research events in the U.S., don't worry—we won't let you miss out. 

This afternoon, CMB's own Judy Melanson and ABC's Lyndsey Albertson presented an in-depth look at how ABC is building a deep understanding of what drives content discovery and what keeps viewers watching! You don't have to be ABC Disney to know how critical it is to gain traction for new products while navigating a market in flux.  As you navigate your customer journeys, amid seismic shifts, are you asking and answering these 7 critical questions?

  1. What does “new” mean to your consumers; what content, products, and materials can you re-merchandise?
  2. Do you understand how your industry’s disruptors are meeting customer needs?
  3. Are you regularly evaluating your schedules to ensure offerings break through and remain relevant?
  4. How well is your brand’s story connecting with your customers’ emotions?
  5. Are you fully leveraging the power of social to engage?
  6. How are your distribution points ensuring relevance and stickiness?
  7. Have you adapted your product availability to better fit with consumer needs (that may be changing due to competitor offerings)?

Learn more about how we're helping leading brands ask, answer and act on the questions that matter, drop us a note or give us a call:

Contact us!

At TMRE now? Stop by Booth 409 to chat! 

 

Topics: conference recap, customer journey, digital media and entertainment research

Can Facial Recognition Revolutionize Qualitative?

Posted by Will Buxton

Wed, Aug 03, 2016

Full disclosure: I’m an Android and Google loyalist, but please don’t hold that against me or the rest of my fellow Android users, who, by the way, comprise 58% of the smartphone market share in the United States. As a result of my loyalty, I’m always intrigued by Google’s new hardware and software advancements, which are always positioned in a way that leads me to believe they will make my life easier. Some of the innovations over the years have in fact lived up to the hype, such as Google Now, Google Drive, and even Google Fusion, while others such as Google Buzz and Google Wave have not.

As a researcher, last year’s launch of Google Photos caught my eye. Essentially, Google
Photos now utilizes facial recognition software to group or bunch your photos based on people in them, scenery (i.e., beaches and Google_Photos_icon.svg-1.pngmountains) and even events (i.e., weddings and holidays). To activate the facial recognition feature, all you have to do is tag one photo with an individual’s name and all other photos with that person will be compiled into a searchable collection. Google uses visual cues within the photos and geotagging to create other searchable collections. While these features might not seem extraordinary—I can see who was the most frequent star of my photos (my enormous cat) or where I most commonly take photos (honeymoon sans enormous cat)—I began to imagine the possible impact these features could have on the market research industry.

Visual ethnographies are one of many qualitative research options we offer at CMB. This is a rich form of observation, and, for some companies, it can be cost prohibitive in nature, especially ones focused on a “cost-per-complete.” But, what if there was a way to remove some of the heavy lifting of a customer journey ethnography by quantifying some of the shopping experience using technology that could track date/time, location, shopping layout, products viewed, order in which products are viewed, and so on, all through recognition software? Would the reduction in hours, travel, and analysis be able to offset the technological costs of these improvements?

Market research, and, in particular, qualitative research have always been a combination of art and science, and to expect any technological advancement to adequately perform any cogent analyses is a bit premature and perhaps too reminiscent of The Minority Report. (I don’t think it worked out well). But the promise of these powerful tools makes it an exciting time to  be a qualitative researcher!

Will Buxton is a Project Manager on the Financial Services team. He enjoys finding humor in everyday tasks, being taken seriously, and his enormous cat.

Learn more about how our dedicated Qualitative practice helps brands Explore, Listen, & Engage.

 

 

 

Topics: qualitative research, storytelling, methodology, mobile, customer journey

Marketers: Let’s See Some Identification

Posted by Brant Cruz

Fri, Jun 17, 2016

social_currency.pngVery little brings me more joy than a rich data set that smells like a powerful insight is ready to emerge. Likewise, few things create more angst for me than a powerful story hidden in data—when something is there but I just can’t connect the dots. Recently, I was rescued from any long period of angst I might have suffered by a collaboration with two great minds who bring complimentary skill sets to the table.

My two saviors were CMB’s own Erica Carranza (PhD in social psychology) and Vivaldi Partners’ CEO Erich Joachimsthaler (PhD and marketing thought leader). The “aha!” moment came from Erich and Erica’s ability to reframe what the data was trying to tell me—a multifaceted “identity construct” drives all our underlying digital social behaviors. It’s an idea with powerful implications for marketers and other business leaders trying to thrive in this world of digitally empowered consumers. Erich, Erica, and I will be sharing more on these insights and how to use them in our June 22nd webinar, Social Currency: The New Brand-Building Model. 

To help illustrate, I’ve spent the last week retrofitting this new realization to some of the best-of marketing efforts I’ve witnessed in my career, and I found some easy examples in gaming. Two examples in particular stick out. The first is the famous Call of Duty campaign that used the tagline “There’s a soldier in all of us.” The second is this past winter’s Star Wars Battlefront campaign, which leveraged the Star Wars fandom as part of a 30-year story (told in 30 secs). In both of these ads, the consumers—and their identities (real or aspirational)—were the heroes. The games themselves were enablers to further define and broadcast these identities. In a world where the most powerful brand-building content is created and/or shared by consumers, it’s particularly important to understand why consumers undertake the behaviors that Erich described in his original Social Currency work. 

Retrospectively, it’s been easy to see that game marketers have inherently known (or stumbled upon) the concept of identity being a key to great marketing. But, the real eye-opener here is that this same concept proved true for 5 disparate industries (auto, beer, fashion, restaurants, and airlines) in a rich data set of 18,000 respondents and 90 brands, which is the basis for our webinar next Wednesday.

 Register here!

Brant Cruz is our resident segmentation guru and the Vice President of CMB’s eCommerce and Digital Media Practice.

Topics: webinar, brand health and positioning, customer journey, marketing strategy, customer experience and loyalty, consumer insights, Social Currency

CMB Employee Spotlight: Andy Cole, Strategy Consultant

Posted by Heather Magaw

Wed, Mar 30, 2016

Andy_Cole_Chadwick Martin Bailey.jpgEarlier this year, CMB proudly introduced our new Consulting and Research Services team (CRS). This team is an extension of our long-term commitment to extending the reach of traditional market research through strategic consulting services. To better understand this team’s unique contributions to client engagements, I sat down one of our strategy consultants, Andy Cole. 

Andy, thanks for taking the time out of your day to connect. Can you tell me a little about your professional background and experiences? 

In a word, I would describe my career as “varied” or “diverse,” but most people look at my background and wonder if I have a problem sitting still. I’m originally trained as a mechanical engineer, and I started out doing R&D projects involving aerospace with Google, non-emissive fuels with the EPA, military-focused brain trauma with the Walter Reed Army Institute of Research (WRAIR), and vehicle collision forensics (with a small, lesser-known engineering company). My first regular job had me working for a large alternative energy company that would send me all over North America to climb 300-meter industrial wind turbines to figure out why they were offline, design temporary solutions to get them up and running ASAP, and work with R&D in Denmark to develop a permanent fix for systemic issues. 

I’m not sure if that meets anyone else’s definition of a regular job. So, how did you get from scaling wind turbines to a career in strategic consulting and research? 

I realized that I had a strong interest in business and management, so I got my MBA and began consulting with large, small, and non-profit organizations on a wide range of topics, including social media marketing, energy, executive training programs, and product development. I also launched two successful businesses in the innovation marketplace, helping large corporations rapidly develop new technologies and discover emerging markets, which was a great adventure but lacked the lifestyle I was ultimately looking for. 

I value diverse experiences because the most innovative solutions are borrowed from other industries and combined or repurposed in a new way. To me, this is the difference between being a true partner who can “connect the dots” versus a consultant who simply knows the best practices in a given industry. Clients don’t hire CMB if they’re just looking for best practices—we recommend a Google search for that purpose. 

Given your unique line of sight, in your opinion, what's the greatest opportunity facing businesses today that a research-based consulting engagement could support? 

There is an enormous trend in companies turning from sales-focused strategies to customer-centric design. When you hear companies embracing things like user experience, VOC, pivoting, and iterating, it’s all about observing and listening to customers, making constant measurements, testing new concepts in the market, etc. That all just screams for custom research. 

When companies are looking to become more customer-centric, they have to have a deep understanding of the target market that is backed by market information and unique insights. This is a huge opportunity for businesses to gain an advantage over their competition, and it’s truly CMB’s sweet spot. 

It seems that more and more consultants are embracing the impact of research. What’s your take on the role of research in the future of business consulting? 

The bottom line is that companies are looking for clear and confident strategic direction, and the language of today’s business is increasingly metric-oriented. It’s not enough for consultants to simply say that customers will like an idea or that a decision will result in greater revenues. The savvy business leader needs to know exactly how much more preferable a concept is and exactly how much revenue they should expect compared to taking an alternative path. Smart clients don’t trust advice without evidence to support it, and that is exactly what research provides. Good research forms the foundation on which effective strategies are built. 

Can you provide an example of a recent client engagement that blurred the lines of delineation between market research and strategic consulting? 

With the Affordable Care Act shaking up the entire healthcare industry, a large national insurance carrier saw an opportunity to use intimate knowledge of customer journey experiences and expectations to figure out which stages and channels were most influential (and would therefore pose the greatest marketing opportunity). Furthermore, the company wanted to know what messaging resonated with individual customers at each stage and within each channel, so it could be sure that marketing efforts would be as effective as possible.  

To tackle this ambiguous challenge, we took a multi-pronged and multi-phased approach: 

  1. A qualitative phase—involving in-depth interviews and moderated online discussion boards—to surface key stages, channels, and underlying context from the customer journey.
  2. A facilitated workshop with stakeholders and decision-makers to discuss key findings/insights and hypotheses, brainstorm potential solutions, and align on the path forward.
  3. A quantitative phase to reveal what individual customers value most throughout their experience and to identify which experiences have the potential to be particularly influential in the decision to purchase. 

It’s great when you get the opportunity to really dig in to that level of detail. What did you learn? 

At the conclusion of the project, we not only identified a number of surprising marketing opportunities by disproving a few fundamental assumptions, but we also validated (and put to rest) several long-standing hypotheses that were a stagnating source of internal debate. We also collaborated with the client to identify creative messaging campaigns that directly aligned with the trends stemming from our research as well as with the organization’s overarching strategic objectives. 

I look forward to hearing about more projects like this one that blur the lines in the future. Thanks again for taking time out of your day, Andy. 

Heather Magaw is the Vice President of Client Services at Chadwick Martin Bailey and has never climbed a wind turbine in her life. . .and never intends to.

Andy Cole is a Consultant at Chadwick Martin Bailey and has already left the interview to go investigate three seemingly unrelated things. 

Learn more about our strategy consulting expertise.

Topics: Chadwick Martin Bailey, strategy consulting, healthcare research, business decisions, growth and innovation, customer journey

Black Friday Is Dead…Long Live Black Friday

Posted by Megan McManaman

Tue, Dec 22, 2015

retail2.pngIf you noticed the annual coverage of Black Friday shoppers seemed somewhat muted this year, you weren’t imagining things. While Cyber Monday sales were the highest since its debut in 2005, Black Friday sales were at their lowest since 2011. We all know how many elves flew (or didn’t) off the shelves, but to learn more about consumer holiday shopping behaviors, we partnered with Research Now for a quick survey of smartphone owners, ages 18 and up. 

Does 2015 mark the end of Black Friday—retail’s highest and holiest holiday? One retailer, REI, even opted out of this year’s Black Friday altogether, though their website did allow shoppers to make purchases online. The 87% of respondents who reported shopping on Black Friday might suggest that its imminent death is exaggerated. But the 81% of those Black Friday shoppers who did at least some of their shopping online suggest the explosion of ecommerce may have circumscribed the usual Black Friday frenzy.   

And then we have mobile—2015 marked the introduction of app-only deals from retail giants Amazon, Walmart, and Target. Of respondents who did shop from their smartphone or tablet, on either Black Friday or Cyber Monday, a full 27% purchased through an app. Still, a Cyber Monday dominated by in-app sales may be a few years away—61% of the Black Friday and Cyber Monday online shoppers used a PC to make their purchases. 

Need further evidence that online shopping and mobile technology are disrupting the traditional holiday shopper customer journey? “Just” 67% of Black Friday deal-seekers said they actually braved a brick and mortar store—this on a day once defined by the in-store experience. Is nothing sacred? 

Megan is CMB’s Senior Product Marketing Manager. She can’t stand Christmas music and was once visited by 3 ghosts. 

Topics: technology research, mobile, retail research, customer journey