Jul 162014
 

Sometimes when I run a workshop or training session people want detail, they want practical information about how to do stuff. However, there are times when what people want is a big picture, a method of orientating themselves in the context of the changing landscape around them. Tomorrow I am running a workshop for #JMRX in Tokyo and we are looking at emerging techniques, communities, and social media research – so a big picture is going to be really useful to help give an overview of the detail, and to help people see where things like gamification, big data, and communities all fit.

So, here is my Big Picture of NewMR (click on it to see it full size), and I’d love to hear your thought and suggestions.

Big Picture

The Big Picture has five elements

The heart of the message is that we have reached an understanding that surveys won’t/can’t give us the answers to many of the things we are interested in. People’s memories are not good enough, many decision are automatic and opposed to thought through, and most decision are more emotion that fact. Change is needed, and the case for this has been growing over the last few years.

The four shapes around the centre are different strands that seek to address the survey problem.

In the top left we have big data and social media data, moving away from working with respondents, collecting observations of what people say and do, and using that to build analyses and predictive models.

In the top right we have a battery of new ways of working with respondents to find out why they do things, going beyond asking them survey questions.

In the bottom left we have communities, which I take as a metaphor for working with customers, co-creating, crowdsourcing, treating customers and insiders, not just users.

The bottom right combines elements from the other three. ‘In the moment’ is perhaps, currently, the hottest thing in market research. Combining the ability to watch and record what people do, with interacting with them to explore why and what they would do the options changed.

Thoughts?
So, that is my big picture. Does it work for you? What would you add, change, delete, or tweak?


 

Mar 152014
 
HK

Last week I wrote about my week in Singapore, with Vision Critical and MRMW. This week I exchanged the warmth of Singapore for the distinctly more chilly streets of Hong Kong, Shanghai, and Tokyo.

Monday and Tuesday were spent in Hong Kong, with my Vision Critical colleagues and, one of our key partners in the region, ABN Impact. Monday focused on meetings with clients and prospects and on team training/briefing sessions.

On Tuesday morning ABN Impact put on a great insight community event at the JW Marriott. The speakers included Bashuli Sane from Cathay Pacific and Mike Sherman (ex-SingTel) who wowed the audience when they shared how insight communities were bringing the customer into every aspect of the decision making process – I gave an introduction to communities presention, helping fill in the broader picture of what an insight community is and how they are built, managed, and developed. The market in Hong Kong is quite developed and the Q&A session focused on practical issues, such as recruitment, language (e.g. working in English, simplified Chinese, and traditional Chinese), and incentives.

Wednesday morning saw the Vision Critical roadshow in Shanghai, the guests of the Mandarin Oriental, and in the company of three partner agencies (Added Value, WIMI, and Morpace). Communities are at a much earlier stage of development in mainland China and the Q&A focused on how best to create insight communities in such a large, dynamic, and developing market. One of the thrills of the trip was taking the Maglev train out to the airport, travelling at 300 KPH (over 180 mph).

Thursday and Friday saw a shift from China to Japan, with two days spent with Seven Seas, the partner in Tokyo for Vision Critical’s technology and services. We managed to squeeze in meetings with personal care brands, communications companies, media companies, social media providers, and automotive companies. Japan is a highly developed but slightly cautious market. A large amount of research is online, short-term MROCs are common, and it seems to me that the time is right for many companies in Japan to reap the sorts of benefits that companies in China, Singapore, New Zealand, and Australia are already experiencing.

The week finished with the 42nd meeting of JMRX, a really fun bunch of Japanese researchers who are committed to exploring new research. MR stands for market research, X for excellence, and J for Japan. This was my third appearance and my theme was a review of the key insight trends – communities, mobile, big data, text analytics, and social media. I was then followed by Noriyuki Ikeda who presented on co-creation, innovation, and social media. The amazing success of JMRX is largely down to the support, energy, and passion of my good friend Shigeru (Shiggy) Kishikawa.

At the end of two weeks, four cities (Singapore, Hong Kong, Shanghai, and Tokyo) I am struck by three key factors:

  1. The energy in this region beats anything I have seen in Europe and North America – things are changing faster here than anywhere else.
  2. Asia is not a country! The differences between all four of the cities I have visited over the last two weeks are immense. These differences are something that researchers need to take into account when tailoring research for each country.
  3. The key to research success in Asia is service, but since different countries have different preferences, the definition of service and expectations about what is included in the basic package needs to vary from country to country – as does the selling and delivery process.

Now I am off to Auckland, Melbourne, and Sydney, which will complete this trip to the APAC region – but I have started planning my next trip, which I think will be a longer trip.

 

Nov 242013
 

To help celebrate the Festival of NewMR we are posting a series of blogs from market research thinkers and leaders from around the globe. These posts will be from some of the most senior figures in the industry to some of the newest entrants into the research world.

A number of people have already agreed to post their thoughts, and the first will be posted later today. But, if you would like to share your thoughts, please feel free to submit a post. To submit a post, email a picture, bio, and 300 – 600 words on the theme of “Opportunities and Threats faced by Market Research” to admin@newmr.org.

Posts in this series
The following posts have been received and posted:

Jan 022013
 

There are currently a wide range of discussions and blog posts talking about 2013 and beyond (you can join an interesting example in the #NewMR Linked group).

In my opinion (and the opinion of plenty of other people too), 2013 is going to be a big year for Asia. This will partly be in comparison to the poor state of the European economy and the challenges in the USA. However, Asia is making its own future. Many of the economies in Asia Pacific are growing strongly, the pool of talented researchers and research users is growing, and there is a tremendous energy about the way people do business in the Asia Pacific market in general, and in South-East Asia in particular.

AP7

From a personal point of view I am certainly putting my time where my mouth is. In October/November I was in Australia, Singapore, Hong Kong and Japan. In 2013 I am going to be in Asia Pacific more than any other region (other than home). In terms of meetings and sessions already booked in January to April 2013 I am going to be running workshops in India, Australia, and Hong Kong, and giving presentations in Australia, India, Hong Kong, Japan, Malaysia, Singapore, and Vietnam – I hope to add mainland China, probably Shanghai to that list.

NewMR is going to be increasing its focus on Asia in 2013, so stay tuned for more information – for example we are a media partner of the MRMW conference in Kuala Lumpur, in January, where I will be chairing one of the two days. My work colleagues at Vision Critical have clearly come to the same view about Asia Pacific, with offices in Australia, Hong Kong, and Japan, and with new offices just about to open in Singapore and Shanghai.

Of course, it can’t all be work, so I spent (part of) New Year’s day in the Brisbane Gallery of Modern Art (GOMA) viewing their 7th Asia Pacific Triennial of Contemporary Art (APT7), which is where the picture comes from – after all there is a chance that there is more to life than market research!

What are your thoughts? Is 2013 going to be a big year for Asia? Is the term Asia or Asia Pacific meaningful, or should we be talking about China more than the rest?

Nov 292012
 
Click here to read in Japanese – 日本語 Picture of Hong Kong

Most market researchers are familiar with the Rogers Adoption Curve, which divides the adoption of a successful new technology in to Innovators, Early Adopters, Early Majority, Late Majority, and Laggards.

In a typical version of the curve, the proportions tend to be:

  • Innovators 2.5%
  • Early Adopters 13.5%
  • Early majority 34%
  • And the slower two categories make up 50%.

However, in Japan, in market research and perhaps beyond, I think the proportions in the Rogers Adoption Curve need re-visiting. Data presented by Mr Hagihara (author of ‘Next Generation Market Research’) at a meeting of JMRX in Tokyo this week, showing the adoption of CATI in the 80s and 90s, suggests that Japan was slow to innovate in market research. More recently the data presented by Mr Hagihara show that Japan was very slow to start to adopt online surveys. However, by 2011 Japan had the highest percentage of online research in the World. In Japan 40% of research in 2011, by value, was conducted online, according to JMRA and ESOMAR.

Talking with leading opinion formers in Tokyo this week, I formed the opinion that the Adoption Curve has a different shape in Japan. The Innovators are quite rare everywhere and this is particularly true in Japan. A key difference appears to be that there are fewer Early Adopters in Japan, much less than the 13.5% in the classic curve.

However, and in contrast, Japan seems to have more people in the Early Majority. The picture appears to be that initially Japanese market research suppliers and buyers are more conservative than their counterparts in USA and Europe. But, once a technique reaches a tipping point, Japanese companies seem to move faster enabling them to catch-up and over-take more traditional countries, as they have done with online surveys. For me the interesting question will be whether the same picture is true of research communities. These have been slower to take off in Japan, but there are signs that a tipping point is being reached, which might partly explain why almost 300 people turned up at three events in Tokyo this week to hear me speak about the future of research and role of communities.


Below is a translation of this article into Japanese by Mr. Ryota Sano, Chief Executive Officer, TALKEYE INC, ESOMAR Representative for JAPAN

日本のマーケットリサーチにおける異なった普及カーブ

マーケットリサーチャーの皆さんはロジャースの普及カーブ(Rogers Adoption Curve)、成功する新しい技術の普及の段階を「イノベーター」、「アーリーアドプター」、「アーリーマジョリティ」、「レイトマジョリティ」および「ラガード」に分類したもの、をよくご存じだと思う。一般的なカーブでは、それらの割合はそれぞれ、

  • イノベーター 2.5%
  • アーリーアドプター 13.5%
  • アーリーマジョリティ 34%
  • 普及の遅い二つのカテゴリ(レイトマジョリティおよびラガード ) 50%
とされている。

しかしながら日本では、マーケットリサーチ、そしておそらくそれ以外の分野においても、ロジャースの普及カーブの割合について検討し直さなければならないと考えている。今週東京で開催されたJMRXのミーティングで、萩原氏(「次世代マーケティングリサーチ」の著者)が提示したデータによると、1980,90年代におけるCATI(Computer Assisted Telephone Interview)の普及度は、日本のマーケットリサーチ産業がイノベーションを受け入れるスピードが遅かったという傾向を示唆している。さらに、萩原氏提供のより最近のデータは日本のオンラインサーベイ普及の立ち上がりが非常に遅かったという事実を示している。しかし、2011年までに、日本は世界の中でもっともオンライン調査の比率が高い国になった。JMRAおよびESOMARによると、2011年における日本の調査売上高の40%はオンライン調査によるものである。

今週東京で当地のオピニオンリーダー達と話しをして、私は日本において普及カーブは異なった形状をしているのではないかと考えるようになった。イノベーターが非常に少ないことはどこでも一緒であるが、日本においてはそれが顕著である。最も重要な違いは、日本ではアーリーアドプターの割合が少ない、つまり古典的なカーブにおける13.5%よりもずっと少ないことにある。

しかしながら、対照的に、日本におけるアーリーマジョリティの割合が多いようにみえる。構図としては、最初のうち日本のマーケットリサーチサプライヤおよびバイヤーは米国や欧州のそれらよりも保守的である。しかし一度ある手法が転換点に到達すると、日本の会社はより早く動き、より伝統的な国々をキャッチアップして追い越してしまうよう(オンラインサーベイでそれが起こったように)。個人的には、同じ構図がオンラインコミュニティーにおいても当てはまるのかどうかに興味がある。日本における(オンラインコミュニティの)立ち上がりは遅いが、転換点が近づいているという予兆はある。なぜそれがわかるかって?今週東京で開催された三つのイベントにのべ約300人もの聴衆がつめかけ、リサーチの未来およびコミュニティの役割についての私の講演を熱心に聴いてくれたのである。

Nov 272012
 
Click here to read in Japanese – 日本語

Yesterday in Tokyo I attended two events (one run by the JMA and one by JMRX – sponsored by GMO Research) and a client meeting, and one specific question arose at all three. The background to the question lies in Japan’s experience with MROCs (in particularly short-term, qualitative research communities). Although some companies have been very successful, several others have not, and some clients are beginning to be worried about MROCs.

So, the question I was asked three times was “How do you create a good MROC in Japan?” By the time I had spoken to three audiences I had refined my answer down to three clear points:

  1. Good recruitment. A short-term, qualitative MROC (e.g. one month, 60 people) needs to be based on the right people. These people need to be informed about what they will be expected to do, they need to understand how to access the MROC, they need to be engaged with the topic (they might love the topic, hate the topic, be curious about the topic, have recently started using it, or perhaps have given it as a gift – but they need to be engaged).
  2. Good moderation is essential. Conversations do not just happen, they are the result of good introductions, good questions, good probing, and interesting tasks. Too many clients want to get onto the serious questions too quickly. But, just like in a focus group, trust and understanding has to be built first. The moderator should agree with the client a clear community plan, showing how the research needs will be met during the project.
  3. Good analysis. Some research agencies simply tell the client what the people in the MROC said – this is not helpful, the client can read that themselves. Listing out and counting what was said in an MROC is not analysis. Analysis looks at a) what did respondents mean, and b) what should the client do.

I was very pleased to see at the meetings copies of my book (The Handbook of Online and Social Media Research) in Japanese (translated by GMO Research). Hopefully, the meetings we are having here and the book will help make all of the Japanese MROCs as good as the best ones.

It was very helpful to be accompanied to all of my meetings by Shigeru Kishikawa, the head of the newly opened Vision Critical Japan office and a great expert in MROCs in Japan.

Of course, the answer to the question how to run a good MROC in Japan, is also true in London, New York, Singapore, Helsinki, and everywhere else.

For more information on new research techniques, people can also check out the online conference happening next week, The Festival of NewMR.


Below is a translation of this article into Japanese by Mr. Ryota Sano, Chief Executive Officer, TALKEYE INC, ESOMAR Representative for JAPAN

日本でMROCを成功させるためには?

昨日、私は東京で、二つのイベント(一つは日本マーケティング協会主催、もう一つはGMOリサーチのスポンサーによるJMRX)と、クライアントとのミーティングに出席した。どのミーティングでもある特定の質問が出たことは興味深い。その質問の背景は、日本におけるMROCの経験(特に、短期間かつ定性的リサーチコミュニティー)に求められる。何社かは(MROCで)大きな成功を収めているものの、他の会社はそうとは言い難く、その結果、いくつかのクライアントはMROCに対して不安を抱き始めている。
もうおわかりだろう。いずれの会議でも異口同音に受けた質問は、「どうやったら日本でよいMROCを実施できますか?」であった。三つの会議で聴衆に向かって回答をすることにより、その質問に対する私なりの答えを三つのポイントに収斂させることができた。
1.リクルートが大事 短期間かつ定性的MROC(例えば、1ヶ月、60人規模)は「正しい」対象者から構成されている必要がある。対象者は「彼、彼女らが何をすることを期待されているか」をよく聞かされている必要があり、MROCへのアクセス方法を理解している必要があり、テーマに関与している(engaged)必要がある(彼・彼女らはその話題が好きかもしれないし、嫌いかもしれないし、興味を持っているかもしれないし、その商品・サービスを最近使い始めたかもしれないし、プレゼントとして送ったかもしれないが、いずれにしても彼・彼女らはテーマと結びついていなければならない)。
2.うまいモデレーションが必須 会話は自然には始まらない。会話はよい導入、よい質問、よいプロ−ビング、面白い課題の産物である。多くのクライアントは小難しい質問に始めから入りたがるが、グループインタビューと同様に、まずお互いの信頼関係と理解を得ることから始めなければならない。モデレータは、リサーチプロジェクトにおいてなにが知りたいのかを確認しながら、明確なコミュニティ運営プランについて事前にクライアントと同意しておくべきである。
3.価値ある分析 リサーチ会社の中には、単純にMROCで対象者が何を発言したか、だけを報告する会社もあるようだ。しかしこれではクライアントの助けにはならない。なぜなら単なる発言録ならクライアントも読めるからである。MROCでの発言された単語をリスト化して、それを数えるのは分析とは言えない。分析とは、イ)対象者の発言が意味するところを捉え、ロ)クライアントがどうすべきなのかを考察することである。
イベントで私の本(The Handbook of Online and Social Media Research)の日本語版(GMO社翻訳)を見ることができたのはたいへんうれしいことであった。東京でのミーティングおよび私の本が、日本のすべてのMROCが世界の最高水準に近づく手助けになることを願ってやまない。
新規開設されたVision Critical東京オフィス代表であり、日本のMROCのエキスパートである岸川茂氏にすべてのミーティングに同行いただいたことはたいへん心強かった。
もちろん、日本でよいMROCを運営する心得は、ロンドンでも、ニューヨークでも、シンガポールでも、ヘルシンキその他世界のどこでも通用するものである。 新しいリサーチ手法に関する情報がもっと欲しい方は、来週開かれるオンライン会議The Festival of NewMRもチェックしてみて欲しい。