Have you ever conducted market research in support of Thought Leadership (TL) programs? TL programs are used by companies in many industries, especially in B2B, and can be used to… Continue reading Unleashing the Potential of Thought Leadership Research
When conducting in-depth interviews (IDIs), it’s not uncommon to encounter participants who provide over-rationalized or contradictory responses. As the interviewer, we want to recognize and remedy these situations quickly to… Continue reading Handling Contradictory and Over-Rationalized Responses in IDIs
My hypothesis is that over the next year we will see strong demand for qualitative research, but it will skew to what we might call hard-core qual. That is, projects that are using qualitative research with rigorous attention to methodological and analytical execution. Thus, researchers will be expected to deliver projects that meets the persistent needs for scale and speed while also being rigorous.
Organizations that embrace customer-centric, data driven decision making (which is most of them) often do value qual. But as these organization have become more data-centric, their business decision makers have become more aware of data reliability concerns. Thus, it’s not surprising that while we are seeing strong demand for qual, we are also seeing higher expectations about the methodological rigor with which it conducted.
I’m a fan of Google Consumer Surveys’ limitation on question length. Google limits you to questions of no more than 125 characters long, primarily – I believe – for a better experience for readers of the sites of its publisher partners … [Guest post by Jeffrey Henning of Researchscape]
The events and media coverage surrounding the Facebook IPO have been fascinating. After about the fourth day, as I read yet another article that seemed fueled more by speculation than actual facts, it dawned on me: the lessons from the blundered Facebook IPO hold true for market research project managers as well.
It is a classic dilemma; many companies that are selling in numerous countries can only afford to do research in a subset of them. How does a market researcher deliver research with this obstacle?
Remarkable Researchers understand that markets change—sometimes quickly. And often more quickly than do companies. The implication for remarkable research is twofold:
Remarkable research distinguishes between conclusions, hypotheses, and “directional” results—and is precise about which is which.
While it may seem obvious to you as a market researcher, it is not always clear to the audience. The person receiving the research results often makes assumptions, which may be incorrect
Sure, the fresh insights from your thoughtfully executed project are great—but they will carry more power if they are supported by additional sources. Your audience will have much more confidence…
Embrace Crowdsourcing As A Market Research Option Two categories of software tools are available to turn crowdsourcing into a practical market research option: idea management platforms and prediction markets. While… Continue reading Principles of Remarkable Research: Part 17 of 20
