Taking a strategic approach to Qualitative Creative Development Research

 

Taking a strategic approach to Qualitative Creative Development Research

Poorly applied Qualitative Creative Development Research (CDR) can give it a bad name

“Let’s run it by some consumers” – These mere words may strike fear in the heart of an agency creative director (or, for that matter, any passionate creator of brand ideas). And they may have good reason when brands choose to ‘test’ advertising or other creative ideas in focus groups.   A panel of well-meaning consumers can quickly squash potentially brilliant and effective brand ideas when they are put in the inadvertent position of being the ultimate ‘critic and judge.’     

Instead of being viewed as a scorned ‘test’ by creative teams, Qualitative Research has the potential to be a valued strategic tool to help guide, inform and even inspire better work throughout the creative development process. Here we’ll discuss some basic principles to get more out of qualitative CDR.

Start with partnership

A key tenant toward success is for the Qualitative Research Consultant (QRC) to work as a collaborative partner with the brand or marketing team and agency, rather than as an outside moderator focused mainly on the in-field consumer discussion. This requires the QRC to become grounded in the brand and its objectives, and in particular, the specific role of the creative idea under development. Ideally, this should include:

• A solid understanding of the brand’s positioning in the market

Review key brand strategy materials (e.g. brand promise/brand essence documents), as well as any background on key issues and challenges.

• Becoming fully grounded in the Creative Brief and its intent
  Ensure clarity on the role and objectives of the work under development.

• Kick Off/Briefing Session
  Involve all key stakeholders to review the research objectives, creative brief, work under development and key areas of concern and opportunity. It will be important to discuss and agree about how the work will be presented as research stimulus (to avoid expensive and unnecessary rushed stimulus production and revisions).

Being strategic about the research design

While focus groups often become the default approach, there is no ‘one size fits all’ methodology for CDR. The best approach will be one that is customized to meet the specific situation and needs of the brand and work under development.  Key considerations beyond budget and timing include: 

• Stage in the creative development process

Are these early, rough ideas which may be better explored and expanded upon in a group discussion?Or are they more highly produced, ‘near finish’ ideas that might fall prey to ‘group think’ and be best reviewed on an individual basis?

• Target consumer                                                                               
  How can you best facilitate their participation in the research?  Take into consideration their incidence, geographic distribution, availability, need for confidentiality and propensity for participation.  Naturally, some may be best reached via an on-line methodology versus face to face. 
   
• Stimulus                                                                                                                                              How can it best be exposed and explored with consumers?  Consider the limits of its format and complexity.

Getting the most out of the consumer conversation

Experienced QRCs know to stay clear of closed-ended questions and procuring “judgments” from participants. They will not look to know whether consumers like the idea but will focus on the reasons behind consumers’ initial reactions. Ideally, the discussion should be crafted with techniques to uncover how the creative is working at three basic levels:

1. The Strategic Idea

What is the core brand message or promise that consumers gain? Is it viewed as a relevant and compelling benefit? Is the work delivering its strategic intent?

2. The Creative Idea

How is the strategic idea brought to life? How engaging is the idea? Is it understood? How does it impact consumers’ view of the brand overall?

3. The Execution of the Idea

This is the “nitty gritty” (e.g. for a TV execution: specific copy, casting, wardrobe, etc.). In many cases, executional feedback may overwhelm the often more important response to the strategic and creative idea.

The Deliverable: Analysis and interpretation for actionable recommendations

The final debrief should steer clear of reportage: It is not about what consumers said, but about what it means. Analyzing how the work performed at each ‘layer’ – strategic, creative and executional – will provide a useful framework to help pinpoint what is working, what isn’t and why. Ultimately, the learning should be tied back to brand objectives and the creative brief, thus providing a clear and strategic recommendation that helps guide further development of the ideas. 

 

Fiona Ray is a member of the Qualitative Research Consultants Association (QRCA) and founder of Ready About Consumer Insights ([email protected]), focusing on brand strategy and qualitative research. This article is based on a seminar workshop “Brand-Obsessed Qualitative: Using a Strategic Planning Mindset in a Qualitative World” presented at the Annual QRCA Conference in San Diego in October 2013 by Fiona Ray and Susan Sweet (Founder and Chief Insight Generator, Sweet Insight Group, [email protected]).

QRCA provides industry-leading resources that are essential to its members and the professionals who use qualitative research. As an association dedicated to advancing the discipline of qualitative research worldwide, QRCA’s nearly 1,000 global members apply their passion, creativity and experience to help clients tap into the power of qualitative marketing research.