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Marketing Research,[object Object],Insights,[object Object],22 Visual Displays,[object Object],by Kathryn Korostoffand Michael Lieberman,[object Object]
© 2009 by Kathryn Korostoff & Michael Lieberman,[object Object],Copyright holder is licensing this under the Creative Commons License, Attribution 3.0.,[object Object],http://creativecommons.org/licenses/by/3.0/us/,[object Object],Please feel free to post this on your blog or email it to whomever,[object Object],you believe would benefit from reading it. Thank you.,[object Object],2,[object Object]
Contents,[object Object],Page,[object Object],Introduction………………………………4,[object Object],Research Process…………………………..5,[object Object],Customer Satisfaction/Unmet Needs………..8,[object Object],Competitive Analysis……………………...15,[object Object],Win/Loss Research………………………..19,[object Object],Brand Awareness & Equity……………..….22,[object Object],Brand Position……………………...….…27,[object Object],Segmentation…………………………....33,[object Object],About the Authors…………………….…37,[object Object],3,[object Object]
Introduction,[object Object],A picture is worth a thousand words.,[object Object],A graphic is worth more.,[object Object],Understanding topical relationships between cause and effects is a vital marketing research reporting requisite. A good researcher presents clear,  actionable results, the best approaches to the marketing challenge the client must solve—the answer. Often the most effective method for conveying these results are visual.,[object Object],Marketing research graphics can deliver insights into almost all marketing strategies and activities. In some cases, standard pie charts and bar graphs are sufficient. But in our experience, such standard visual displays are overused and simply don’t tell enough of a story to have impact. To really convey the “so what” results from a primary research study, something more is needed.,[object Object],This volume is a concise overview intended to showcase compelling marketing research visuals that assist in the design and delivery of impactful results. It strives to share a mix of direct analytic results and synthesis-oriented displays; an array of options for use by students, product managers, C-suite executives,  marketing  and marketing research professionals.,[object Object],4,[object Object]
Research Process,[object Object],5,[object Object]
Explaining Research Options to Audience,[object Object],Use:  Raises awareness of research options among groups new to market research.  Often used during project planning meetings to help set expectations and explain trade-offs.,[object Object],6,[object Object],High,[object Object],Social Network Monitoring,[object Object],Customer Advisory Councils,[object Object],Immediacy,[object Object],Focus Groups,[object Object],In-depth Interviews,[object Object],Quantitative Surveys,[object Object],Low,[object Object],Low,[object Object],High,[object Object],Suitable for Extrapolation,[object Object]
Agency Selection Weighted Scorecard,[object Object],7,[object Object],Use: Aids in agency selection process by getting agreement on selection criteria and weights. Agencies are then judged on criteria, and weights applied, to reach a total score. In this example, Agency A’s superior presentation skills are a significant factor in making it a better choice for the client.,[object Object]
Customer Satisfaction/               Unmet Needs,[object Object],8,[object Object]
MATRIX Analysis,[object Object],9,[object Object],Use: This visual  displays  a customer value management (CVM) quadrant. By constructing a visual critical path the CVM can serve as an organization’s strategic navigation. Attributes migrate from CVM categories, beginning as ‘Unmet Needs’ and migrating clockwise.  The CVM method becomes a precise technique for assessing the role of new product features,  predicting how they will migrate, and provides a map of the strategic directions of the product or corporate communication.,[object Object],Strengths,[object Object],Unmet Needs,[object Object],These are the "primary strengths" of the Brand. ,[object Object],These are "target issues" to improve brand equity.  The Brand is performing below average and these attributes are important.  ,[object Object],Stronger Impact,[object Object],Impact on Satisfaction/Purchase Intent,[object Object],Consumer concerns are being met, though these attributes are not important for brand equity. Potential for resource misallocation.     ,[object Object],These attributes are not crucial. Immediate focus should be on brand attributes.,[object Object],Weaker Impact,[object Object],Low Priority,[object Object],Potential Advantages,[object Object],Weaker Performance,[object Object],Stronger Performance,[object Object],Average Performance Scores,[object Object]
Identify Unmet Needs Based on Current Product Perceptions: Laptop Example,[object Object],Use: Easily focuses audience on areas of opportunity (where importance is high and satisfaction is low).  Most often used with quantitative data, but can be used with qualitative if clearly stated.,[object Object],10,[object Object],Takes less desk space,[object Object],High,[object Object],To use on sofa,[object Object],Satisfaction with Current Product,[object Object],Looks cool,[object Object],To loan to kids,[object Object],To take on airplanes,[object Object],Low,[object Object],Low,[object Object],High,[object Object],Importance,[object Object]
IdentifyEmergingNeeds and Current Brand Perceptions: Digital Camera Example,[object Object],Use: Identifies areas of emerging opportunity based on potential for brand differentiation and perceived importance.  Helps audience quickly see key results. Most often used with quantitative data, but can be used with qualitative if clearly stated.,[object Object],Battery life,[object Object],False,[object Object],20x zoom,[object Object],All Brands do this Equally Well,[object Object],9+ Megapixels,[object Object],2 inch+ LCD,[object Object],Storage capacity,[object Object],True,[object Object],False,[object Object],True,[object Object],Item is becoming MORE important to me,[object Object],11,[object Object]
Key Drivers Map Example for Brand Loyalty,[object Object],Use: Identifies areas of needed improvement by displaying results for sources of  hypothesized customer disloyalty.   For example, in this case, lack of product attribute Z is observed by many clients, but has little impact on loyalty.  In contrast, competitors’  “cool” packaging is widely observed by clients and  has a strong impact. This display helps audience quickly see areas for action. Works well with non-technical audiences.,[object Object],12,[object Object],[object Object],High,[object Object],Competitorshave cooler packaging,[object Object],Impact on Customer Loyalty,[object Object],[object Object]
Number of retailers
Pricing too highLow,[object Object],Low,[object Object],High,[object Object],Frequency of Perception,[object Object]
Customer Satisfaction Results,[object Object],Use: Summarizes items driving and deterring customer loyalty. Useful for non-technical audiences seeking key take-aways without a lot of details. Blue arrows at bottom indicate the dependent variables used in the data analysis.  Supporting data would detail  relative strength of each item.,[object Object],13,[object Object],Drives Disloyal Behaviors,[object Object],Drives Loyal Behaviors,[object Object],[object Object]
Support requests resolved within 30 minutes
Product installed and operational in <20 minutes
Call center wait time exceeds3 minutes
Support requests unresolved
Product interface perceived as complexPropensity to spread positive word of mouth,[object Object],$ Value of average purchase,[object Object]
Customer Loyalty Drivers by Stage,[object Object],Use: For Customer Satisfaction or Loyalty studies that identify those variables driving positive scores by stage.  Often useful in organizations that want to assign performance goals for specific functional areas. In this case,  the areas of focus are pre-sales, sales and product development (deployment of the product has implications for product design).  A useful Management Summary display, typically supported by details in the body of a full report. This example is B2B, but can be used for consumer data as well.,[object Object],14,[object Object],[object Object]
Customer perception “Stands behind its products”Pre-sales,[object Object],[object Object]
Proposal content
Financing optionsSales,[object Object],[object Object]
TCODeployment,[object Object]
Competitive Analysis,[object Object],15,[object Object]
Competitive Issue Targeting,[object Object],16,[object Object],Use:  Compares client brand strength versus a competitor on attributes that drive brand loyalty.  Often used during Customer Satisfaction and Product Positioning studies. This graphic explains the six Loyalty quadrants attributes can be placed into.,[object Object],Critical Weaknesses,[object Object],Parity Issues,[object Object],Leverageable,[object Object], Strengths,[object Object],Stronger,[object Object],Brand performs better than competition,[object Object],Brand parity,[object Object],Brand underperformance,[object Object],Impact on Loyalty,[object Object],Low Priority Issues,[object Object],Secondary Weaknesses,[object Object],Weaker,[object Object],Attribute performance,[object Object],Better,[object Object],Worse,[object Object]
BioTech Difference with Competitors:Company Characteristics,[object Object],17,[object Object],Use:  An at-a-glance summary of brand strengths vis-à-vis key competitors, this quadrant map is a guide to where the client company, BioTech, needs to allocate its communication resources.,[object Object],Communication Resource Priorities,[object Object],Key,[object Object],Vulnerabilities,[object Object],StrategicAdvantages,[object Object],Ample availabilityof inhalers at pharmacy,[object Object],Offers asthma productswhich are a good value for the money,[object Object],BioTech Higher Than Both Competitors,[object Object],Arnold Higher, InnoPharma Lower than BioTech,[object Object],InnoPharmaHigher, Arnold Lower than BioTech,[object Object],BioTechLower than Both Competitors,[object Object],Offers easy-to-use asthma administration devices,[object Object],Regularly conducts clinicaloutcomes studies regardingasthma,[object Object],Provides samples of bronchodilators,[object Object],Is dedicated tothe treatment of asthma,[object Object],Provides samples of bronchodilatorsdelivery devices,[object Object],Potential,[object Object],Vulnerabilities,[object Object],PotentialAdvantages,[object Object]
Classic Venn Diagram,[object Object],18,[object Object],Use: Classic Venn-style diagram.  Shows how groups overlap, in this case to show that over time, an increasing percent of customers are favorable to both competing brands (suggesting that the brands may be losing perceived competitive differentiators).,[object Object],Favorableto Brand A,[object Object],Favorableto Brand B,[object Object],2006,[object Object],12%,[object Object],Favorableto Brand A,[object Object],Favorableto Brand B,[object Object],34%,[object Object],2009,[object Object]
Win/Loss Research,[object Object],19,[object Object]
Win/Loss Research Display,[object Object],Use: Clearly profiles win causes versus loss causes.  For example, in this case the client’s wins are most often driven by Factor A (evident in 60% of Wins) and Factor B (evident in 25%). Other miscellaneous win factors exist, but were fragmented (and thus are not on the chart). In contrast, some loss factors overlap (they often occur in the same accounts,) so those percents add up to more than 100.,[object Object],20,[object Object],Loss,[object Object],Win,[object Object],Factor A,[object Object],Factor E,[object Object],60%,[object Object],50%,[object Object],Factor B,[object Object],Factor F,[object Object],25%,[object Object],30%,[object Object],Factor G,[object Object],30%,[object Object]
Loss Factors Outweighing Win Factors,[object Object],Use: Summarizes key factors identified in a Win/Loss study. Illustrates a case where three factors driving losses are outweighing two other factors that drive wins.  Of course, other variations may exist. For example, in some cases, two strong Win factors could outweigh two Loss factors. Helps non-technical clients  focus on key results.,[object Object],21,[object Object],Loss,[object Object],Win,[object Object]
Brand Awareness & Equity,[object Object],22,[object Object]
Summary for Brand Awareness Research,[object Object],23,[object Object],[object Object],[object Object]
Structural Equation Model,[object Object], Skincare Brand Equity,[object Object],Skincare Components,[object Object],Latent Measurement,[object Object],Skincare Attributes,[object Object],Performance,[object Object],Skincare,[object Object],Benefits,[object Object],Does not dry out skin,[object Object],Cleans well,[object Object],Leaves skin soft and smooth,[object Object],Does not leave skin itchy,[object Object],Is for everyday use,[object Object], ,[object Object],Skincare,[object Object],Purchase Intent,[object Object],(.80),[object Object],(.62),[object Object],Product Bouquet,[object Object],Has products that are fun to use,[object Object],Has a long-lasting fragrance,[object Object],Has products that make you smell great,[object Object],The color of the product is natural,[object Object],(.08),[object Object],Skincare,[object Object],Brand,[object Object],Equity,[object Object],Skincare/Brand ,[object Object],Rating,[object Object],(.65),[object Object],Is dermatologist recommended,[object Object],Made with the &quot;latest&quot; ingredients,[object Object],Contains familiar ingredients,[object Object],Its products are made from natural ingredients that are good for you,[object Object],Genuine &,[object Object],Natural,[object Object],(.12),[object Object],Skincare,[object Object],Indulgence,[object Object],Is relaxing,[object Object],Turns my everyday shower into a few        special minutes,[object Object],Has a calming effect,[object Object],Helps keep my skin looking young,[object Object],(.48),[object Object],Recommend ,[object Object],Skincare,[object Object],(.77),[object Object],Quality & ,[object Object],Value,[object Object],Makes a great gift,[object Object],Is a product I would be proud to display in my bathroom,[object Object],Costs a little more, but worth it,[object Object],(.52),[object Object]
Structural Equations Model: Skincare,[object Object],26,[object Object],Use:  Structural Equations Modeling is a very powerful multivariate technique that incorporates a number of statistical analyses. The true strength of Structural Equations Modeling (SEM) is that it can be expressed in path diagrams, thus allowing clients and marketing managers to understand the output of SEM with a minimum of statistical background. SEM’s other main advantage is that it includes latent variables (Skincare brand equity) that are a compilation of discrete brand intent measurements (to the left).  SEM is widely used in Brand Equity and Loyalty studies.,[object Object]
Brand Position,[object Object],27,[object Object]
Correspondence Analysis - Total,[object Object],28,[object Object],Biolin Mix,[object Object],Variety of delivery forms,[object Object],Biolin,[object Object],Preferred for conservative therapy,[object Object],Insa-lin Mix,[object Object],Insa-lin,[object Object],Reduces PPGlevels,[object Object],Good value,[object Object],Easy for patient,[object Object],to administer,[object Object],Trusted brand,[object Object],Effective when mixed,[object Object],Effective with oralantidiabetes agents,[object Object],Lowers HbA1c,[object Object],Effective without weight gain,[object Object],Consistent per doseresponse,[object Object],Duration of action,[object Object],Biolog,[object Object],Predictable day-to-day,[object Object],Consistent throughout day,[object Object],Mimics physiologicpatterns,[object Object],Insalog,[object Object],Landis Pharma,[object Object],Reduces risk of nocturnalhypoglycemia,[object Object],Preferred for intensivetherapy,[object Object]

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