Question 1

When should sensors complement surveys rather than replace them?

Accepted Answer

Use sensors to complement rather than replace surveys whenever you need objective behavior data plus the personal context behind it. Sensors (from wearables, smartphones, IoT devices, etc.) excel at capturing what people do — heart rate spikes, foot traffic patterns, dwell time — but they can't tell you why. For example, a sensor might show a customer lingered in a store aisle for 5 minutes; a follow-up survey is needed to know if they were engaged by a display or frustrated searching for a product. The two methods work best together whenever behavior alone is insufficient: sensors provide accurate, continuous measures at scale, and surveys supply the motivation or satisfaction insights. Completely replacing surveys would mean losing the "why" behind actions, so it's usually better to combine them for a fuller picture.

Question 2

How do I measure ROI from competitive intelligence programs?

Accepted Answer

Measure the ROI (Return on Investment) of competitive intelligence by linking its insights to tangible results - showing that decisions guided by intel led to revenue gains, cost savings, or risk avoidance that exceed the program's cost. For example, if the intel team uncovers a competitor's weakness or an emerging trend and your company capitalizes on it (launching a feature or entering a niche first), the resulting sales bump or market share gain can be attributed in part to the intelligence program; likewise, if a report warns of a rival's price cut and you adjust strategy to keep key customers, the revenue preserved is a direct benefit from intelligence. Companies often track improvements in win/loss rates, faster strategic pivots, and avoided bad investments, then compare business outcomes with vs. without those insights to quantify how the competitive intelligence efforts add financial value.

Question 3

How should we adapt pricing research for markets with cash economies?

Accepted Answer

Adapting pricing research for cash-dominant markets means mirroring how people actually handle money day to day. In cash economies, consumers think in terms of immediate out-of-pocket cost, so frame survey questions or experiments around scenarios like "Would you pay X in cash right now for this product?" rather than abstract pricing or long-term payment plans. Use price points that make sense locally — common round numbers or typical small purchase sizes — because many shoppers operate within those practical limits (like only carrying a certain amount of cash). It also helps to gather qualitative insights by observing or interviewing shoppers: you might find they routinely bargain or save up over time for larger buys, which affects their price sensitivity. With that knowledge, you can adjust your research design to be realistic (for example, including a bargaining element in a hypothetical purchase scenario or using visuals of local currency for context). The goal is to align the research with everyday cash behaviors so that what people tell you about pricing matches what they'd actually do with money in hand.

Question 4

What safeguards address consent, storage, and biometric data minimization?

Accepted Answer

Safeguards for biometric data focus on explicit consent, secure storage, and strict data minimization practices. This means getting clear permission from participants for any biometric collection (often via an opt-in or separate consent form) and only capturing what's necessary. Organizations then must store biometric data encrypted and restrict access, and ideally convert raw identifiers (like fingerprints or facial images) into anonymized formats or delete them once analyzed. By minimizing the data kept and defining retention limits, alongside frequent audits for compliance, companies ensure they're respecting privacy at every step from collection to storage and eventual deletion. Many privacy regulations (like GDPR) classify biometrics as highly sensitive, so compliance audits and clear documentation of how consent is obtained and data is handled are critical safeguards as well.

Question 5

Does the path-to-purchase always start with brand awareness?

Accepted Answer

No, the path to purchase doesn't always start with conscious brand awareness; consumers often enter the journey at different points. Many buying journeys begin with a need or problem, not a particular brand: a person realizes they need a solution (say, a safer car seat or a new software tool) and then researches options, encountering brands during that search rather than starting with one in mind. In some cases, the first touchpoint is a recommendation or online review; for example, a friend's suggestion or a top result on Amazon might introduce a product before the shopper has any prior awareness of the brand. With the non-linear, digital-heavy consumer journey today, factors like search engines, social media, and influencers can drop a brand into the consideration phase directly. Brand awareness is helpful, but it's not a universal starting line--often the trigger is need or discovery, so marketers must be present where those triggers happen, not just rely on preexisting awareness.

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Market Research FAQs with Expert Insights

When should sensors complement surveys rather than replace them?

How do I measure ROI from competitive intelligence programs?

How should we adapt pricing research for markets with cash economies?

What safeguards address consent, storage, and biometric data minimization?

Does the path-to-purchase always start with brand awareness?