Posts Tagged 'Marketing'

The value of looking at data from more than one perspective

About 20 years ago, I flew to the Midwest to present the findings from an extensive project. My audience included the head of marketing, my direct research client, and the firm’s CEO. We constructed an insightful study that profiled the market my client played in, their position, and their competitive strengths and weaknesses.

I spent about an hour presenting the study findings and fielding questions. It went great. It was one of those meetings where I knew our work would affect this company, and the CEO seemed to buy into taking action based on our recommendations.

Then, with about five minutes to go in the meeting, I asked if there were any follow-up analyses they would like us to do. The CEO said, “yes, there is one thing …”

He then instructed me to take a couple of weeks to do a new analysis and then to fly back out and present it to him. I was at first taken aback, as I thought the project was over, and I was ready to declare victory and move on to other things.

The analysis he requested? He told me to imagine that his largest competitor would call me tomorrow. I could use everything I knew about my client and the information gathered in our study. If this competitor called me, what would I tell them about how to position against my client? What are the implications of our research from his competitor’s point of view?

This is a brilliant idea. I have always believed that although research can often be quite insightful, it is more about what clients do with our data that matters. This CEO knew full well that his competitor probably had their own research firm doing a similar project to what I had just presented. He wanted to view the world from his competitor’s perspective.

It worked. I returned in a couple of weeks and did a role-play presentation where I pretended they were their competition. This led to a game-theory discussion of how their competition would likely react to initiatives they were considering, how they could address their weaknesses, and where their strengths mattered.

Since then, I have proposed similar analyses to many clients. I have been surprised at how few have taken me up on the offer. So, late in presentations, I often slip in a few slides showing what I would tell their competition based on the study findings if I worked for them.

If I were a client-side researcher, I’d ask my researchers to do this regularly. It forces us to do a better job at checking our biases, as, like it or not, we want our data to show our clients are succeeding. We know how much work they put in, and it isn’t easy to tell them where their weaknesses are. Looking at the data from another angle gives us the space to be more agnostic in our conclusions and provides better insight to the clients. It makes us more agnostic to the data and less likely to tell clients what they want to hear.

The request from this CEO made me a better, more empathetic researcher. We worked with his firm for about 15 years; he recently retired. He will always be in my “client hall of fame” because of his willingness to view research results objectively and his insistence that we consider all perspectives.

Clients hire us so they can learn from us, but often they don’t realize how much we learn from them.

Shift the Infield, Go for Two, and Pull the Goalie Sooner!

Moneyball is one of my favorite books. It combines many interests of mine – statistics, baseball, and management. I once used it to inspire a client to think about their business differently. This client was a newly-named President of a firm and had brought us in to conduct some consumer market research. New management teams often like to bring in new research suppliers and shed their old ones, and in this case we were the beneficiaries.

In our initial meeting, I asked some basic marketing questions about how they decide to price their products or how much to spend on advertising. Each time his response was “this is how we have always done it” rather than a well-thought out rationale supporting his decision. For instance, most of his products were priced to retailers at 50% of the price to consumers because that is how it had been for decades. I asked him “what are the odds that your optimal pricing is 50% rather than something higher or lower?” What are the chances that a round number like 50% could be optimal for all products in all cases when he literally had thousands of products?

I sent him a copy of Moneyball when I returned from the trip because I knew he was a sports fan. He read it immediately. It sparked him to commission a consulting firm to delve deeply into pricing models and ultimately led to a significant change in their pricing policies. They no longer used 50% as a target and established different wholesale prices for each of their SKU’s based on demand and updated these prices regularly. A few years later, he told me that decision literally saved his firm millions of dollars and the pricing efficiency helped to distribute his products more effectively. He said this was probably the project he had led that had the biggest impact on his business since he had been there.

Businesses can use sports analogies too readily, but in this case it really worked. The rise of statisticians in sports has worked and there are lessons that businesses can learn from this.

I find it fascinating when old-timers and sports talk radio hosts lament the rise of “analytics” in sports. You can see the impact of statisticians every time you see a baseball team set up in a defensive shift, when you see a football team go for it on fourth down, or when you see a hockey team pull its goalie earlier than usual. These decisions being made more frequently and in situations where the prior norms of the game would have prevented them from happening. It is all because data jockeys have been given a seat at the sports management table to the chagrin of the purists.

But data geeks haven’t totally taken over sports and longstanding traditions continue to hold sway. For instance, in baseball it can be shown that more runs on average are scored in the first inning than in any other inning. This makes sense, as the first inning is the only time in the game when you can be sure your best hitters will be at the top of the batting order. So, why don’t major league teams start their closer and have him pitch the first inning? Instead, they reserve their most powerful pitcher for the 9th inning, when, more often or not, the game is already decided. I’ve been predicting that teams will figure this out and start their closer for about 20 years now and they haven’t done it yet. (The Tampa Rays did something close to this and had an “opener” pitcher in their rotation, but it didn’t work well because this pitcher wasn’t their most powerful arm.)

Similarly, hockey teams continue to be slow to pull their goalie when behind late in the game. Hockey coaches also continue to make a decision that baffles me every time. They are down by one goal late in the game so they pull their goalie and promptly surrender a goal. The first thing they do is put their goalie back in which makes no rational sense at all. If you are willing to take the risk of being scored upon when losing by one goal, you should be even more willing to do so when losing by two goals. There is an excellent paper on pulling the goalie (“Pulling the Goalie:  Hockey and Investment Implications.”) which shows that coaches aren’t pulling their goalie even close to quick enough.

These sports cases are interesting because it is the fans that always seem to notice the coaching strategy errors before the coaches and general managers. This illustrates the value of an outside perspective in organizations that have longstanding policies and traditions. I don’t think my client could have accomplished his pricing changes if he wasn’t brand new to the organization or if he didn’t hire a consulting firm to work out the optimal strategy. This change was not going to come from within his organization.

Businesses have been slow to adapt their thinking despite the vast amount of data at their disposal. Decisions are made all the time without consulting what the data are indicating. More relevant to our industry, in most organizations market research is still seen as a support function to marketing, as opposed to its equal. I don’t think I have ever heard of an organization where market research reports directly to senior management or where marketing reports into research, yet we often hear senior managers say that connecting to customers is the most critical part of their organization’s success.

Many saw Moneyball as a book about sports or a great movie. I saw it as one of the most important business books ever written. Its key message is to use data to break out of existing decision patterns, often to great success.

Is getting a driver’s license still a rite of passage for teens?

In the 80’s and 90’s, before the Millennial generation hit their teen years in force, we would use “driver’s license status” as a key classification variable in studies. Rather than split focus groups by age or grade in school, we would often place teens who had their license in one group and those who did not have their license yet in another group. Regardless of the topic of the group. We found that teens with licenses were more independent of their parents and more capable of making decisions without parental input. Drivers license obtention was often better predictor of consumer behavior than age.

Young people experience many rites of passages in a short period of time. These are experiences that signify a change in their development. They ride the school bus for the first time, get their first smartphone, enter high school, go to the prom, leave home to go to college, vote for the first time, etc. As marketers, we have always looked at these inflection points as times when consumer behavior shifts. The obtaining of a driver’s license is traditionally seen as a watershed moment as it signifies a new level of independence.

However, this wisdom no longer holds. Millennials, particularly second wave Millennials, are not as focused on obtaining drivers licenses as their Boomer and Xer parents were. Where I grew up, we couldn’t wait until our 16th birthday so we could get our learner’s permit. My classmates and I usually took our road tests at the first opportunity. Failing the road test was a traumatic experience, as it caused us to remain in our parents’ control for a few more months.

This is no longer the case. In 1983, 46% of America’s 16-year-olds had a driver’s license. That is now less than 25% currently. I was very surprised to notice that my children and their friends seemed to be in no particular rush to get their licenses. Many times, it was the parents that pushed the kids to take their road test, as the parents were tiring of chaperoning the kids from place to place.

There are likely things that have caused this change:

  • Today’s parents are highly protective of children. Parents no longer push their children to be as independent as quickly.
  • There are societal pressures. In most states, there are more stringent requirements in terms of driving experience to be able to take a road test and more restrictions on what a younger driver can do with his/her license. The license simply isn’t as valuable as it used to be.
  • Driving has peaked in the US. People are driving less frequently and fewer miles when they do. There has also been a movement of the population to urban areas which have more mass transit.
  • The decline of retail has played a part. Going to the mall was a common weekend activity for Xer teens. Now, staying home and shopping on Amazon is more common. Millennials never went to the mall to socialize.
  • Online entertainment options have proliferated. Movies and shows are readily streamed. Many teens fulfill a need for socialization via gaming, where they interact with their friends and make new ones. This need could only be met in person in the past.
  • Teens are working less so have less of a need to drive to work. Of course, this means they have less of their own money and that tethers them to their parents even longer.

There are likely many other causes. But the result is clear. Teens are getting licenses later and using them less than they did a generation ago.

As a result, researchers have lost a perfectly good measure! Obtaining a driver’s license is not as strong a rite of passage as it used to be.

We’ve been thinking about what might make a good alternative measure. What life event do young people experience that changes them in terms of granting their independence from parents? Leaving home and living independently for the first time would qualify but seems a bit late to be useful. There may be no clear marker signifying independence for Millennials, as they stay dependent on parents across a much wider time period than in the past. Or, perhaps we need to change our definition of independence.

The most selective colleges have the least effective marketing

Recently, Stanford University made headlines for deciding to stop issuing an annual press release documenting its number of applicants and acceptances.

There has been a bit of an arms race among colleges with competitive admissions to be able to claim just how selective they are. The smaller the proportion of applicants accepted, the better the college does in many ranking systems and the more exclusive the “brand” of the college becomes.

This seems to be a bit crazy, as publicizing how few students are accepted is basically broadcasting how inefficient your college marketing system has become. We can’t think of any organization beyond colleges that would even consider doing something analogous to this – broadcasting to the world that they have enticed non-qualified buyers to consider their product.

I learned firsthand how ingrained this behavior is among college admissions and marketing personnel. About five years ago I had the pleasure to speak in front of a group of about 200 college marketers and high school counselors. I created what I felt was a compelling and original talk which took on this issue. I have given perhaps 200 talks in my career, and this one might have been the single most poorly received presentation I have ever delivered.

The main thrust of my argument was that as a marketer, you want to be as targeted as possible so as to not waste resources. “Acquisition cost” is an important success metric for markers: how much do you spend in marketing for every customer you are able to obtain? Efficiency in obtaining customers is what effective marketing is all about.

I polled the audience to ask what they felt the ideal acceptance rate would be for their applicants. Almost all responded “under 10%” and most responded “under 5%.” I then stated that the ideal acceptance rate for applicants would be 100%. The ideal scenario would be this: every applicant to your college would be accepted, would then choose to attend your institution, would go on to graduate, become a success, and morph into an engaged alumnus.

I used an analogy of a car dealership. Incenting college marketers to increase applications is akin to compensating a car salesperson for how many test drives he/she takes customers on. The dealership derives no direct value from a test drive. Every test drive that does not result in a car purchase is a waste of resources. The test drive is a means to an end and car dealers don’t tend to track it as a success metric. Instead, they focus on what matters – how many cars are sold and how much was spent in marketing to make that happen.

Colleges reward their marketers to get students to test drive when they should be rewarding their marketers for getting them to buy. This wouldn’t matter much if a high proportion of applicants were accepted and ending up attending.  But, even at highly selective colleges it is not uncommon for less than 10% of applicants to be accepted, less than 33% of those accepted to choose to attend, and less than 50% of those that enroll to actually end up graduating. At those rates, for every 1,000 applicants, just 17 will end up graduating from the institution. That is a success rate of 1.7%.

These are metrics that in any business context would be seen as a sign of an organization in serious trouble. Can you imagine if only 10% of the people who came in your store qualified to buy your product? And then if only a third of those would actually decide to do so? And then if half of those that do buy don’t end up using your product or return it? That is pretty much what happens at selective colleges.

This issue is a failure of leadership. College marketers I have worked with can often see this problem, but feel pressured by their Deans and College Presidents to maximize their applicant base. Granted, this can help build the college’s brand, but it is a huge drain on resources that are better spent ensuring targeting applicants who are poised for success at the institution. It has happened because selectivity is considered important in building a college’s brand. Stanford has taken a useful first step, and hopefully other colleges will follow their lead.

Market research isn’t about storytelling, it is about predicting the future

We recently had a situation that made me question the credibility of market research. We had fielded a study for a long-term client and were excited to view the initial version of the tabs. As we looked at results by age groupings we found them to be surprising. But this was also exciting because we were able to weave a compelling narrative around why the age results seemed counter-intuitive.

Then our programmer called to say a mistake had been made in the tabs and the banner points by age had been mistakenly reversed.

So, we went back to the drawing board ad constructed another, equally compelling story, as to why the data were behaving as they were.

This made me question the value of research. Good researchers can review seemingly disparate data points from a study and generate a persuasive story as to why they are as they are. Our entire business is based on this skill – in the end clients pay us to use data to provide insight into their marketing issues. Everything else we do is a means to this end.

Our experience with the flipped age banner points illustrates that stories can be created around any data. In fact, I’d bet that if you gave us a randomly-generated data set we could convince you as to its relevance to your marketing issues. I actually thought about doing this – taking the data we obtain by running random data through a questionnaire when testing it before fielding, handing it to an analyst, and seeing what happens. I’m convinced we could show you a random data set’s relevance to your business.

This issue is at the core of polling’s PR problem. We’ve all heard people say that you can make statistics say anything, therefore polls can’t be trusted. There are lies, damn lies, and statistics. I’ve argued against this for a long time because the pollsters and researchers I have known have universally been well-intentioned and objective and never try to draw a pre-determined conclusion from the data.

Of course, this does not mean that all of the stories we tell with data aren’t correct or enlightening. But, they all come from a perspective. Clients value external suppliers because of this perspective – we are third-party observers who aren’t wrapped up in the internal issues client’s face and we are often in a good position to view data with an objective mind. We’ve worked with hundreds of organizations and can bring these experiences bring that to bear on your study. Our perspective is valuable.

But, it is this perspective that creates an implicit bias in all we do. You will assess a data set from a different set of life experiences and background than I will. That is just human nature. Like all biases in research, our implicit bias may or not be relevant to a project. In most cases, I’d say it likely isn’t.

So, how can researchers reconcile this issue and sleep at night knowing their careers haven’t been a sham?

First and foremost, we need to stop saying that research is all about storytelling. It isn’t. The value of market research isn’t in the storytelling it is in the predictions of the future it makes. Clients aren’t paying us to tell them stories. They are paying us to predict the future and recommend actions that will enhance their business. Compelling storytelling is a means to this but is not our end goal. Data-based storytelling provides credibility to our predictions and gives confidence that they have a high probability of being correct.

In some sense, it isn’t the storytelling that matters, it is the quality of the prediction. I remember having a college professor lecturing on this. He would say that the quality of a model is judged solely by its predictive value. Its assumptions, arguments, and underpinnings really didn’t matter.

So, how do we deal with this issue … how do we ensure that the stories we tell with data are accurate and fuel confident predictions? Below are some ideas.

  1. Make predictions that can be validated at a later date. Provide a level of confidence or uncertainty around the prediction. Explain what could happen to prevent your prediction from coming true.
  2. Empathize with other perspectives when analyzing data. One of the best “tricks” I’ve ever seen is to re-write a research report as if you were writing it for your client’s top competitor. What conclusions would you draw for them? If it is an issue-based study, consider what you would conclude from the data if your client was on the opposite side of the issue.
  3. Peg all conclusions to specific data points in the study. Straying from the data is where your implicit bias may tend to take over. Being able to tie conclusions directly to data is dependent on solid questionnaire design.
  4. Have a second analyst review your work and play devil’s advocate. Show him/her the data without your analysis and see what stories and predictions he/she can develop independent of you. Have this same person review your story and conclusions and ask him/her to try to knock holes in them. The result is a strengthened argument.
  5. Slow down. It just isn’t possible to provide stories, conclusions, and predictions from research data that consider differing perspectives when you have just a couple of days to do it. This requires more negotiation upfront as to project timelines. The ever-decreasing timeframes for projects are making it difficult to have the time needed to objectively look at data.
  6. Realize that sometimes a story just isn’t there. Your perspective and knowledge of a client’s business should result in a story leaping out at you and telling itself. If this doesn’t happen, it could be because the study wasn’t designed well or perhaps there simply isn’t a story to be told. The world can be a more random place than we like to admit, and not everything you see in a data set is explainable. Don’t force it – developing a narrative that is reaching for explanations is inaccurate and a disservice to your client.

The types of people you find in a market research presentation

Last summer I led a market research results presentation at a client’s office. I had not met any of the individuals in the meeting prior to the presentation other than my immediate client-contact. During introductions I tried my best to understand who was who and to carefully observe the dynamics between people. “Knowing thy audience” is key to an effective presentation.

And, I have to admit – within a few minutes I found myself stereotyping the members of my audience. I have delivered scores of presentations in the past and I can usually quickly assess what the dynamic of the room is going to be like and categorize attendees. But, I can also be wrong in my assessment and it isn’t healthy to make assumptions about people without taking the time to truly get to know them. I sort of feel guilty that I find myself doing this.

This particular presentation had gathered an interesting cast of characters and I couldn’t help but think about how they each were similar to people I have presented to in the past at various clients. Anyway, the list below is meant to be a bit humorous, and I think that anyone who has been in market research presentations will see people they recognize below.

“The Characters You Find in a Market Research Presentation.”

  • The Introvert. This is a person who says little during the meeting but her mind is racing. She tends to get active late in the meeting and provides insightful comments because she doesn’t feel a need to chime in on every obvious point. Others in the organization often ignore her because she is introverted but she is often the smartest person in the room. However, she has the potential to derail the end of the meeting by starting an entirely new line of conversation as you are trying to wrap up. How to succeed with the Introvert: Try to engage her early and ask for her perspective late in the meeting as this person often has the best things to say and adds a lot to the discussion if you can draw her out.
  • Mr. (Lack of) Attention Span. This is a person who probably comes late to the meeting and forces you to start over and repeat the first 10 minutes. Once in the meeting, he is constantly checking his phone, having side conversations, and asking questions that you just answered. This is also the person that skips ahead in the deck and won’t let you build a story as you would like. How to succeed with Mr. Attention Span: Do not provide handouts beforehand or during this meeting. Keep the presentation short if possible. State ground rules up front as to when you will pause for questions.
  • The Poseur. This person has a clear view of the world in his mind and will find a way to massage every fact you present to make it fit with a pre-conceived view. He uses your facts to illustrate just how insightful he is and what he already knows. This is the marketer that personifies David Ogilvy’s quote that marketers use research “as a drunkard uses a lamp post, for support rather than for illumination.”   He uses the meeting to become the center of attention. He has to provide his view on every slide and every conclusion you have no matter what the size of the meeting. He dominates and other attendees tend to defer to him before offering their own opinions.  How to succeed with the Poseur:  At the onset, set “pause points” in the presentation — at the end of each section you will call for a discussion. Establish ground rules for the meeting. Ask everyone to write down a prediction on how a research result came out on paper before you show the actual result. Then, call on other individuals to discuss their prediction. Look to qualitative techniques for inspiration on how to handle a dominant focus group participant for inspiration.
  • The Jargon Guy. This is a person who talks a lot but doesn’t really say anything. He is a master of business jargon – it is the person who will use words like “bandwidth”, “game changer”, “visioning”, etc.  He will add “ize” onto nouns to turn them into verbs and use acronyms as much as possible. He reads popular business books on the side. You’ll feel like you are in an episode of “The Office” when you meet him. How to succeed with the Jargon Guy: Learn some of the proprietary jargon and acronyms used by your client’s firm beforehand.
  • The Cherry Picker.  Similar to the Poseur, this is the client who also has a clear “map of the world” established in her head and won’t let facts get in the way of a good opinion. She is active in the discussion but what she does is cherry pick results – and criticizes every point that doesn’t fit with her vision, and falls in love with every point that does. How to succeed with the Cherry Picker: Try to get her to buy into your methodology and lead with conclusions you think are likely to fit with how she thinks. That may get her to listen more to findings that don’t fit with her outlook later on.
  • The Naysayer.  This person doesn’t believe in market research and once he learns the study isn’t perfect will challenge everything you say. He straddles a line between “critic” and “cynic”. How to succeed with the Naysayer: This person can be a useful contributor if you can get his negativity to become constructive and establish the right tone. Fortunately, his concerns can often be anticipated beforehand, and you can often address his concerns before he gets a chance to raise them.
  • The Academic.  The academic asks incredibly detailed questions about the methodology and slows down the initial part of the presentation. This person is usually highly educated and understands the details of statistics and experimental design, sometimes better than you do. The good news is she rarely questions your findings if she agrees with the methods you have employed. How to succeed with the Academic: get to her beforehand and share the details of the methodology so she doesn’t get the meeting off to a bad start by bogging it down with methodological details. This person can be a great ally for you during the talk.
  • The Box Checker.  This is a person who is mainly concerned that the research got done because it is part of a larger marketing process that he is responsible for. He is much more of a “process” than an “outcomes” person and tends to be bureaucratic. How to succeed with the Box Checker:  Make sure he knows the project got done efficiently, on time, and within budget.
  • The Enlightened Leader.  This is the person we all want to present to. It is the highest ranking person in the room, but she casts aside all her other responsibilities for the hour you have with her. For at least one hour, you and your client feel that this study is the most important thing in her life.  She truly listens, doesn’t presume anything, and allows the research to add nuance to her view of the world. She usually insists that others in the meeting take action based on the findings.  How to succeed with the Enlightened Leader: Bring her into the conversation early, as it sets the tone for everyone.

I should note, that with very few exceptions, these personalities tend to be respectful and courteous and less challenging to present to than the above descriptions imply. Above all, preparation is key to success with all types of people. You need to deeply know your data set and have well-supported conclusions and implications, as in the end that tends to get you over any rough spots that arise. Your day-to-day contact needs to be your ally, and running through the presentation in advance with him/her often helps stave off any rough moments. Most research presentations go well, but we aim for them to not just go well, but to be effective. While it might not be appropriate to stereotype as I have done here, it is appropriate to realize each individual is coming to your presentation with his/her own perspective. Understanding that perspective can be as important as the study itself in terms of having research inform better decisions.

 “Gen Z” should make you cringe!

Adults have a number of misconceptions about youth generations. A glaring one is a tendency to think that a new generation will become a more intense version of the previous generation. That is rarely the case – new generations tend to sharply break with the old.

Let’s start by reviewing what a generation is. A generation is a cohort of people who share a common location in history. A generation progresses through life stages together and experiences key life events (childhood, adolescence, family life, retirement) at the same time. While our life stages change as we age, our generation does not. There is a commonality of experience and perspective that influences how a generation reacts to challenges presented by any given life stage.

While generational beginning and end points are hotly debated by academics, they tend to be bounded by historical events. For instance, the Boomer generation is known as the generation born after WWII ended as birth rates rapidly grew. Xers are those that were born during the subsequent demographic dip. Millennials began as an “echo” boom occurred as the large Boomer generation had their own children.

Generational change is abrupt and disruptive.  My own experience with this goes back to when the Millennial Generation (born 1982 – 2004) was coming of age in the 1990’s. At the time I was conducting studies of young people and was noticing clear breaks in the data sets. Inflection points often appeared when we graphed research measures by age. It took me years to realize these inflection points weren’t linked to a stage of development or age as they were migrating upwards over time. Eventually, I discovered these inflections were happening right at the generational break line – as soon as individuals born in the early 80’s came into the data sets, things changed.

It took me years to figure this out because this generation was most commonly referred to as Gen Y at the time. What does Gen Y mean? To me, it meant this new group would be a continuation of Gen X – only they would exhibit Gen X traits at higher intensity. I went to many youth conferences where speakers said precisely this. I often left puzzled, as what they were saying didn’t line up with what I was seeing in the data we gathered.

This new generation wasn’t behaving anything like Gen X. While Gen X was filled with latchkey kids who had developed a strong sense of individualism, independence, and self-worth, this new generation was all about teamwork, parental structure and oversight, and continuous feedback and validation. Calling them Gen Y seemed ridiculous as it implied they were merely an extension of Gen X. Thankfully, although the Gen Y moniker persisted, the term Millennial soon took hold.

Generations have unique characteristics and tendencies. These characteristics are almost never simply continuations of a previous generation’s characteristics. We can all agree that Boomers have not acted at all like their Silent Generation predecessors or that Xers haven’t been at all like Boomers. Millennials represent a further break with Xers.

There is no authority that has been commissioned to name a generation. Generations prior to Boomers weren’t really named during their time and many will claim that the Boomers were the first named generation. Prior generations were largely named by historians long after they had existed. For example, nobody called the WWII generation the “greatest generation” or the “GI generation” at the time – these terms took hold well after Boomers had been named.

Generational names evolve. Names often begin as something that underscore how adults don’t understand that generations are not just continuations of the previous generations. As an example, Gen X was most commonly called “the baby bust” generation at first, implying that they were  merely a consequence of a birth rate decline extending from the baby boom era. The term “Gen X” was popularized in a novel by Douglas Coupland. It became popular not because of the letter X but what this letter signified – a lack of a name for a largely forgotten generation, but also one that wasn’t particularly interested in being categorized or targeted.

The term Millennial was also established relatively late in the game. It was popularized in a book called Millennials Rising, and prior names either reflected a continuation of a parental generation (“the echo boom”, the “boomlet”) or of Gen X (“Generation Y.”). Millennials is a much better name and has largely taken over for “Generation Y.”

The whole purpose of naming generations from a marketing sense is that generations represent segments of consumers with unique needs. Our goal in naming them should be to show how they are distinct from each other.

Which brings me to Gen Z. This is a term we are seeing more and more, and I am tending to feel that those who use it are displaying a fundamental ignorance not only of generational change but even what a generation is. Gen Z tends to be used to describe today’s adolescents. But, because the youngest Millennial is currently 13 years old, the term Gen Z isn’t being applied to a new generation at all. It is being used to describe young, late-stage Millennials, which is sort of a segment of a segment.

The key characteristic of this microsegment (late-stage Millennials) of interest to researchers is that their parental generation has changed. Whereas the oldest half of the Millennial generation was largely parented by Boomers, the younger half has been parented by Gen X. This has some implications, but today’s teens are still Millennials and will exhibit Millennial traits.

The term “Gen Z” makes is cringe-worthy as it lays bare a fundamental misunderstanding of the generations. I even saw a study released recently on “Gen Z college students.”  Not sure I understand that, as the leading edge of the generation after Millennials is at most 12 years old currently. We are at least five years from the first member of the next generation showing up on campus.

“Gen Z” is also being used to refer to the generation that will come after Millennials (currently children aged up to 12 and yet to be born).  I have also seen this new generation referred to as “post-Millennial.”  And, what are we to name the generation that comes after this Gen Z? We’ve run out of letters, so perhaps we will have to use a spreadsheet convention and call them Generation AA.

Just like for previous generations, I’d expect to see today’s youngest generation eventually named in a way that describes who they are. I have heard some reasonable candidates:  The Homeland Generation, the iGen, The Pluralist Generation, etc. These all are descriptive. If the past is any indication, sometime in the next 10 years some name will achieve consensus (and it won’t be “Gen Z”).

For now please join me in cringing whenever you hear someone say the term “Gen Z.” J.

How to Be a Good Research Supplier

Crux Logo Final 2016

A while back, we posted “How to Be a Good Research Client” to help clients understand the makings of a successful partnership from the supplier perspective. Here, we’d like to do the opposite: advise suppliers on how to position for success with their clients.

Being an outstanding supplier goes beyond the technical abilities of understanding statistics, experimental design, business, and marketing. There are many researchers who have these skills, but are not great suppliers. They are necessary, but not sufficient skills.

It starts with empathy – a good supplier will understand not just the business situation the client is facing, but also the internal pressures he/she faces. We’ve found over time that suppliers who have spent time as clients themselves understand what happens to projects after the final presentation in a way that many suppliers just cannot.

So, here goes:  Our 10 tips on how to be a good research supplier.

  1. Begin by seeking out the right clients. There is simply too much pressure, especially at larger research firms, to take on every project that comes your way. It really helps if you have guidelines as to which clients you will accept: which ones match with your skills in a unique way, are doing things you are genuinely interested in studying, and have individuals who are good project managers.
  2. Be honest about what you are good at and not so good at. Research isn’t quite like law or medicine where every task seems to devolve to a specialty, but there are specialties. You are not good at everything and neither is your firm. Once you realize this, you can concentrate on where you provide unique value.
  3. Understand what is at stake. Some market research projects influence how millions of dollars are spent. Still others are a part of a substantial initiative within a company. Somewhere, there is somebody whose career hinges on the success of this initiative. While the research project might come and go in a matter of months to you as a supplier and be one of a dozen you are working on, the success of the project might make or break someone’s career. It is good to never lose sight of that.
  4. Price projects to be profitable. You should price projects to make a strong profit for your firm and then not waiver easily on price. Why? Because then you can put all thoughts of profitability out of your mind at the onset and focus on delivering a great project. Never, and we mean never, take on an unprofitable project because of the prospects of further projects coming down the road. It doesn’t serve you or your client well.
  5. Don’t nickel and dime clients. They will ask for things you didn’t bid on or anticipate. Not everything they need will be foreseeable. An extra banner table. A second presentation. A few extra interviews. Follow ups you didn’t expect. Just do it and don’t look back. Larger research firms are prone to charging for every little thing the client asks. After a while, the client stops asking and moves onto another firm. Projects can be expensive. Nickle and diming your clients for small requests is about as frustrating as buying a new car and having the dealer charge you extra to put floor mats in it.
  6. Never be the one your client is waiting on. If there is one rule here that we feel we have mastered at Crux it is this one. There are a lot of moving parts in a project. You often need things from clients and they need things from you along the way. Never be the one people are waiting on. Stay late if you have to, come in early, work from home … do anything but be the “rate limiting factor” on a project. Your clients will love you for it.
  7. Be around “forever” for follow ups. We have seen suppliers put in contracts that they are available for 3 months from when the project is over for follow up discussions. Why? We love it when clients call years after a project is over as it means the project is still having an influence on their business. Be there as long as it takes for them.
  8. Be human. It took us a little time to learn this one. We used to be very workmanlike and professional around clients to the point of being a bit “stiff.” Then we realized clients want to work with people who are professional about the task at hand, but also fun to be around, and well, human. Granted, they don’t want to hear about every stress of your personal life, but relax a little and be who you are. If that doesn’t work out well for you, you might not be in the right career.
  9. Make them feel like they are your only client. You might have a dozen projects on your plate, family commitments tugging at you, coworkers driving you crazy, and a myriad of other things competing for your time. Time management isn’t easy in a deadline driven field such as research. But it also isn’t your client’s problem. They should feel like you have nothing else to do all day but work on their project. The focus needs to be on them, and not your time management. When you are late for a meeting because you had another run over, you are telling your client they aren’t your number one priority.
  10. Follow up. The project might be over for you, but it lives on longer for your client.  Be sure to follow up a few weeks down the line to see if there is anything else you can do. You’ll be surprised at how often the next project comes up during this conversation.

Visit the Crux Research Website www.cruxresearch.com

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