The essential skills for the researcher of the future
The majority of research is still communicated in power point reports, often not presented but e-mailed, in a structure that simply follows the questionnaire with bar chart after bar chart…focusing up front on methodology and process and leaving the reader/viewer/audience with a series of options – no strong recommendation.
The fact is that although we want to, we do not really behave like consultants. We talk about being strategic advisors and then behave like suppliers.
By planning each study, thinking at the outset about the audience we want to influence and how we will communicate to them…the research will be action-strategic, insight-based, decision making.
(Research World, March/April 2017)
Why is it that some of researchers’ best ideas never get used by the client, and yet clients often feel they lack the insights they need?
Often there is a disconnect between what a business wants to achieve, the research and analytics they use to help them get there, and the way researchers’ findings are deployed by the client who commissioned them. That missing link could well be insights translation – a person or a process that makes sure everyone in the chain has the same understanding and is working towards the same, achievable goals, even though they might speak different languages. Insight translation has nothing to do with foreign languages. Rather, insight translation is about gaining a deep understanding of a business.
(Research World, March/April 2017)
The future of market research
The future of market research is exciting – not despite, but because of, the change that influence our industry. We have more data sources at hand than ever before, and we can combine new data sources with our market insights and research science to create value for our clients.
We need teams with deep market knowledge, sound market research capabilities, and data analytical skills.
(Research World, February 2017)
BIG DATA AND MARKET RESEARCH
The crucial point in the future will be: How do we know when (big) data are reliable and useful and when not? How do you separate the wheat from the chaff? Many people call themselves data scientists, but do they meet the requirements of adequate ‘intelligence’? … The focus is less on analyzing attitudes, and increasingly on measuring behavior. (Research World, May/June 2016)
NEXT GENERATION MARKET RESEARCH IS HERE NOW!
Indeed, next generation market research comprises of three pillars of data collection: 1) Asking 2) “Listening” (metaphorically speaking) 3) Tracking behavior…It has to be said that market research buyers do not need more data, they just need actionable insights and a way to manage them within the business. (Research World, March/April 2016)
TODAY: MARKET RESEARCH - FUTURE: INSIGHTS MANAGEMENT
We believe that in the near future, digital platforms will be adopted by end clients to serve as market research hubs that connect survey and focus group data (asking questions), to social listening feeds and behavioral data. A more suitable name for what we researchers really do is perhaps “Insights Management”. (Research World, March/April 2016)
VIEL MEHR ALS BIG DATA
Big Data nur zu sammeln genügt nicht – die Fähigkeit zum „Big Research“ mache den wahren Unterschied…Der Umgang mit Big Data stellt fraglos neue Anforderungen an das Management. Zu wissen, was sich automatisieren lässt und wann Urteilsvermögen gefragt ist, welche Spezialisten zu suchen und wie sie einzusetzen sind, wird zum zentralen Erfolgsfaktor. (Absatzwirtschaft, 4-2016)
INCREASING THE RETURN ON CONSUMER INSIGHTS
To increase return on insights one needs more persistency of insights through widespread understanding, replication, augmentation and diffusion… Often in market research, only a limited group of people is involved in the knowledge exchange… it often stops there and there is no spread. (Research World, Jan./Feb. 2016)
Die Lösung ist eine bessere organisatorische Verankerung der Marktforschung in den Unternehmen und das aktive Zugehen der Marktforscher auf höhere Ebenen. Der Marktforscher sollte sich vom Datenlieferanten zum „Wissensaggregator“ entwickeln, um als Anwalt des Kunden (Customer Advocacy) die Insights in den Board Room zu tragen.
THE REAL CHALLENGE OF BIG DATA
Big Data is top of mind in many organizations because of the flood of data available. There is a belief that analyzing Big Data can bring substantial competitive advantages…The real value of data is not its mere presence but in the underlying capabilities to merge and exploit these data. (Research World, Jan./Feb. 2016
HEUTIGE FLUT VON DATEN
… damit einhergehende zunehmende Unsicherheit und Irritation, die sich in der Marktforschung breit macht. Nicht nur Digitalisierung und Big Data fordern die Branche … es geht heute, angesichts der unaufhörlich flutenden Daten, vor allem um den gekonnten Umgang mit Ihnen. Der Euphorie über Datenmengen steht das Risiko gegenüber, die Deutungshoheit zu verlieren. (Absatzwirtschaft, 11-2015)
WENIGER IST MEHR
Es braucht keine Berge von Daten, um zuverlässige Vorhersagen zu treffen. Manchmal reichen … kleines Forscherlatein, überlegtes Herangehen und geringe Fallzahl.
Vor allem wenn es emotional gefärbte… Einstellungen betrifft, stoßen Algorithmen…an Grenzen. Gerade Gefühle entziehen sich weitgehend der digitalen Erfassung. (Absatzwirtschaft, 11-2015)
RESEARCH TALENT IN THE BIG DATA AGE
Researchers are sometimes criticized for being too slow, too lost in the weeds, but their role as trusted truth-tellers is rarely questioned. Researchers love data and have the tendency to gather too much of it…we need people who can think about what the key drivers to answer the business questions really are. (Research World, Jan/Feb 2015)
WHY BIG DATA IS NOT ENOUGH
Big Data can tell us what consumers have done in the past and, hence, offer predictions of what they might do in the future. However, it can’t reveal what consumers are thinking or why they behave the way they do. (Research World, Jan/Feb 2015)
ANALYTICS: ARE WE DATA RICH AND INSIGHTS POOR?
There is a danger that more and more information isn’t actually making people more insightful and it requires people to constantly look for what’s important…as substitute or complement to the existing sources… and, at the end of the day, deliver to our clients a better understanding about not only what is going on but also where they should go. (Research World, Jan/Feb 2015)
„We live in an era where 90% of all data that has ever existed has been created in the past two years. This explosion in the volume, variety and velocity of data certainly means we indeed live in an increasingly quantified world “(Research World, Dez. 2014).