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A Year in Review: Our Favorite Blogs from 2016

Posted by Savannah House

Thu, Dec 29, 2016

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What a year 2016 was.

In a year characterized by disruption, one constant is how we approach our blog: each CMBer contributes at least one post per year. And while asking each employee to write may seem cumbersome, it’s our way of ensuring that we provide you with a variety of perspectives, experiences, and insights into the ever-evolving world of market research, analytics, and consulting.

Before the clock strikes midnight and we bid adieu to this year, let’s take a moment to reflect on some favorite blogs we published over the last twelve months:

    1. When you think of a Porsche driver, who comes to mind? How old is he? What’s she like? Whoever it is, along with that image comes a perceived favored 2016 presidential candidate. Harnessing AffinIDSM and the results of our 2016 Consumer Identity Research, we found a skew towards one of the candidates for nearly every one of the 90 brands we tested.  Read Erica Carranza’s post and check out brands yourself with our interactive dashboard. Interested in learning more? Join Erica for our upcoming webinar: The Key to Consumer-Centricity: Your Brand User Image  
    2. During introspection, it’s easy to focus on our weaknesses. But what if we put all that energy towards our strengths? Blair Bailey discusses the benefits of Strength-Based Leadership—realizing growth potential in developing our strengths rather than focusing on our weaknesses. In 2017, let’s all take a page from Blair’s book and concentrate on what we’re good at instead of what we aren’t.
    3. Did you attend a conference in 2016? Going to any in 2017? CMB’s Business Development Lead, Julie Kurd, maps out a game plan to get the most ROI from attending a conference. Though this post is specific to TMRE, these recommendations could be applied to any industry conference where you’re aiming to garner leads and build relationships. 
    4. In 2016 we released the results of our Social Currency research – a five industry, 90 brand study to identify which consumer behaviors drive equity and Social Currency. Of the industry reports, one of our favorites is the beer edition. So pull up a stool, grab a pint, and learn from Ed Loessi, Director of Product Development and Innovation, how Social Currency helps insights pros and marketers create content and messaging that supports consumer identity.
    5. It’s a mobile world and we’re just living in it. Today we (yes, we) expect to use our smartphones with ease and have little patience for poor design. And as market researchers who depend on a quality pool of human respondents, the trend towards mobile is a reality we can’t ignore. CMB’s Director of Field Services, Jared Huizenga, weighs in on how we can adapt to keep our smart(phone) respondents happy – at least long enough for them to “complete” the study. 
    6. When you think of “innovation,” what comes to mind? The next generation iPhone? A self-driving car? While there are obvious tangible examples of innovation, professional service agencies like CMB are innovating, too. In fact, earlier this year we hired Ed Loessi to spearhead our Product Development and Innovation team. Sr. Research Associate, Lauren Sears, sat down with Ed to learn more about what it means for an agency like CMB to be “innovative.” 
    7. There’s something to be said for “too much of a good thing” – information being one of those things. To help manage the data overload we (and are clients) are often exposed to, Project Manager, Jen Golden, discusses the merits of focusing on one thing at a time (or research objective), keeping a clear space (or questionnaire) and avoiding trending topics (or looking at every single data point in a report). 
    8. According to our 2016 study on millennials and money, women ages 21-30 are driven, idealistic, and feel they budget and plan well enough. However, there’s a disparity when it comes to confidence in investing: nearly twice as many young women don’t feel confident in their investing decisions compared to their male counterparts. Lori Vellucci discusses how financial service providers have a lot of work to do to educate, motivate and inspire millennial women investors. 
    9. Admit it, you can’t get enough of Prince William and Princess Kate. The British Royals are more than a family – they’re a brand that’s embedded itself into the bedrock of American pop culture. So if the Royals can do it, why can’t other British brands infiltrate the coveted American marketplace, too? Before a brand enters a new international market, British native and CMB Project Manager, Josh Fortey, contends, the decision should be based on a solid foundation of research.
    10. We round out our list with a favorite from our “Dear Dr. Jay Series.” When considering a product, we often focus on its functional benefits. But as Dr. Jay, our VP of Advanced Analytics and Chief Methodologist, explains, the emotional attributes (how the brand/product makes us feel) are about as predictive of future behaviors of the functional benefits of the product. So brands, let's spread the love!

We thank you for being a loyal reader throughout 2016. Stay tuned because we’ve got some pretty cool content for 2017 that you won’t want to miss.

From everyone at CMB, we wish you much health and success in 2017 and beyond.

PS - There’s still time to make your New Year’s Resolution! Become a better marketer in 2017 and signup for our upcoming webinar on consumer identity:

Register Now!

 

Savannah House is a Senior Marketing Coordinator at CMB. A lifelong aspiration of hers is to own a pet sloth, but since the Boston rental market isn’t so keen on exotic animals, she’d settle for a visit to the Sloth Sanctuary in Costa Rica.

 

Topics: strategy consulting, advanced analytics, methodology, consumer insights

CMB Welcomes Kathy Ofsthun as Head of Expanding Qualitative Strategy + Insights Practice

Posted by Megan McManaman

Fri, Sep 16, 2016

We're excited to announce that Kathy Ofsthun has recently returned to CMB as VP of Qualitative Kathy_final_casual_1_of_1-2.pngStrategy + Insights after spending almost 5 years at C Space as VP of Client Services. Kathy is back to head up CMB’s expanding Qualitative practice—growing clients’ businesses by bringing them closer to their customers.

Kathy  brings a wealth of experience and knowledge in qualitative methods, qual/quant synthesis, and creating connections and strategic partnerships. Her deep research expertise was developed through two decades of work with multinational companies, including a year in Shanghai managing the C Space APAC office. Her work has focused on topics as varied as New Product Development, Shopper Insights, Packaging, Brand Positioning, and Segmentation.

 "I’m thrilled to rejoin CMB at this exciting time," Kathy says. "As consumers move into the driver's seat, marketers and innovators need and want to be closer to their customers, understanding who they are, hearing their needs and incorporating their ideas. By including customers in co-creation of new products, communications development and more, brands can either fail faster or adapt and succeed. I look forward to helping clients leverage the voice of the consumer in order to achieve growth.”

Kathy will be headed to MRA's CRC in San Francisco next week, give us a ring, email us, or stop by booth 407 to say hello!

Are you going to CRC and want to get the most out of it? Check out Julie Kurd's blog:  How To Not Flunk the MRA Corporate Researchers Conference

Topics: Kathy Ofsthun, qualitative research, strategy consulting

CMB Conference Recap: NEMRA’s Spring 2016 Conference

Posted by Ashley Harrington and Brian Jones

Thu, May 19, 2016

nemra-logo.gifLast week, we spent the day at the New England Market Research Association’s (NEMRA) Spring 2016 Conference, learning from colleagues in the region, both on the corporate research and consultant/provider side of the business. There was a lot to take in, but a few ideas particularly stuck out to us:

  1. Embrace Agility: A session on the lessons we can learn from startups challenged us to dismiss existing perceptions of “agile” research as simply “fast and cheap.” Instead, he encouraged us to think about market research agility in terms of being flexible, working smarter, and challenging the industry or process-related status quo (without sacrificing data integrity).
  2. Be Consultative: While “faster” and “cheaper” are often king, we also have an opportunity to be better by being more consultative (which is critical to CMB’s approach). A panel of corporate researchers at the conference underscored the importance of research partners being more consultative by:
  • Developing a better understanding of how researching findings will be used. If findings are going to be used primarily to convince a C-level executive of one key point, a one-pager should be included in the report that addresses that point clearly and concisely.
  • Telling the story and delivering insights—not just “data dumps.” While the panel acknowledged that the research team may want the 100-page report for their own edification, a project is only successful when the data is socialized and shared off-team. We have the opportunity to help organizations do that. 
  1. Evolve: A speaker on mobile data collection and another on gamifying research encouraged us to consider instances when incorporating new tools might help us better solve our clients’ research problems. For example, there’s an exciting opportunity to capture real-time path-to-purchase data with mobile, in-the-moment research. With gamified questions in an A&U study, we can help better engage respondents and collect richer data (e.g., asking respondents to play a game in which they enter words to try to get another respondent to name a brand—think Catchphrase for a brand study). In both cases, it’s important that we stay at the forefront of what’s new and useful in the industry without forgetting to apply the same critical thinking and rigor to any “new” tools that we do to the tried-and-true ones.

What innovative approaches to research have you been exploring?

Ashley Harrington is a Senior Project Manager who leads projects for world-leading financial services brands. Outside of work and attending conferences, she enjoys managing the ultimate project a10-month old baby boy.

Brian Jones is a Senior Project Manager at CMB. He enjoys the sharing of ideas among peers at events like NEMRA’s Spring Conference.

Topics: strategy consulting, conference recap

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

Making Your Brand a Habit: Why Small Patterns of Behavior Make a Huge Difference

Posted by Hannah Russell

Wed, Jan 06, 2016

Decision.jpgMost of us have heard the phrase “humans are creatures of habit,” but have you really ever sat down and thought about how habits dictate your life? From the moment you get up in the morning, habits are playing a role in how you interact with others, complete everyday tasks, and function within your environment.

In a lot of ways, habits are a necessary part of human life. Our brains naturally seek out and latch on to routines and scripts—it’s how we’re able to work so efficiently. Unfortunately, habits can also be unhealthy or unproductive. Oftentimes, we even have habits that are completely invisible to us until we take the time to truly examine our patterns of behavior.

I recently starting thinking a lot about this after picking up The Power of Habit by Charles Duhigg. His book details the formation of habits and neurological systems at play, colored by examples from scientists, academics, and businesses. Duhigg explains that by breaking down a habit loop into the cue, routine, and reward components, we are able to experiment and focus in on how a particular habit functions. He cautions that his book isn’t necessarily a secret formula for immediately dropping your afternoon cookie habit, but it does provide you with the necessary knowledge to start identifying which levers to adjust.

The notion that we can take our patterns of behavior and use that information to improve our personal life or business is one that really stuck with me as a market researcher. After all, as a researcher, I am constantly keeping an eye out for patterns. Patterns within and across datasets, patterns in response styles, and patterns within an industry. Patterns (or lack thereof) are often drawn upon for insight, as they tend to be a good indication if something is going right (or wrong), expected (or unexpected), or reflecting larger changes within the economy, company, or brand. This is often why businesses invest in tracking studies—a small shift in NPS or brand awareness may not seem overly interesting quarter to quarter, but it’s often part of a larger trend happening in the data. Patterns tell us a story and direct our attention to areas that we may need to investigate further.

At CMB, we spend a lot of time looking at these larger patterns and studying consumer habit loops that can impact a business. Companies looking to increase loyalty want to make their brand part of a customer’s routine—automatic and hard to disrupt.

For example, let’s imagine you’re going to pay for your groceries. Which credit card do you choose? Is it the one you always use for groceries? Do you even think about reaching for another payment method? Here’s the breakdown:

  • Cue: You’re at the register, and it’s time to pay.
  • Routine: You grab the card you always use since it earns you extra points for groceries.
  • Reward: You have your groceries, and you have earned bonus points.

By understanding these habit loops, we can begin to experiment with ways to make the cue stronger, the routine easier, or the reward more rewarding. We can also begin to understand what doesn’t work well when building brand loyalty and how these habits can be disrupted. At CMB, we’ve developed a method of segmenting on these habit loops, and each loop is linked to important outcomes such as NPS or database spend. We answer:

  • What are our client’s consumers’ habits?
  • If/how do these habits differ by consumer segments?
  • How well does each habit help drive business results?

These answers help our clients develop new strategies for reinforcing positive habits and disrupting ones that work against business goals. The takeaway: habits matter. Whether you’re looking in from an organizational or an individual perspective, these small patterns of behavior can play a huge role in both our successes and failures. 

Hannah is an Associate Researcher for CMB and is still working on transforming her coffee habit.

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Topics: strategy consulting, business decisions, consumer insights, brand health and positioning, customer experience and loyalty