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Marketers tend to distrust research and data, even though in principle they agree research is good for decision-making. This article shares tips for getting marketers to bring together principle and practice.
Marketers and marketing researchers are about as close to a consistently productive working relationship as Democrats and Republicans. As Advertising Age reported, "Just as marketers often don't understand research, the researchers often don't understand why they're doing it." Bob Barocci, CEO of the Advertising Research Foundation (ARF), explained, "There is a general belief [among researchers] that over 50% of the research done at companies is wasted. They're asked to do things that, even if the research project is perfect, won't be useful." Yet he admits researchers aren't helping their cause: "Often all we do is present numbers."
The current situation is not a recent phenomenon. Going back almost a half century ago, the pioneering consumer behaviorist Joseph Newman warned about the looming conflict between marketing managers and marketing researchers, attributing at least some of the tension to the anxiety managers feel that their experience and judgment will get short-shrift when research is available. Just about 15 years ago now, Professors Christine Moorman, Gerald Zaltman, and Rohit Deshpande pointed to "current low levels of trust exhibited by marketing managers toward their research colleagues." The combination of uncertainty and distrust didn't do much for fact-based marketing. As BusinessWeek reported at the time, the effects of it include, "minimizing the role of research in decision making."
No matter what industry you're in, it's a complex, complicated, ever-changing world out there—markets and media are fragmenting, paradigms are shifting, buyers have ever-changing needs, etc., etc. The situation screams for research, data, information, insights that can enable decision-makers—whatever their area of focus—to better respond, adapt, sell, and deliver their stuff. Yet like kids and spinach, marketers might know research is good for them, but it's not enough to get them to eat it. Indeed, just as they did fifteen years ago, "marketers generally distrust research and data," according to Ad Age. As a result, "market researchers are as unimportant as ever....Like moguls with trophy wives, marketers keep collecting them and keep ignoring them."
We've seen evidence that marketers agree research is good for decision-making in principle, but not in practice again and again:
Now marketers at this point are getting pretty set in their attitudes towards doing and using marketing research. "It's becoming harder and harder to get people's attention to do research," or so summed-up Tony Palmer, Kimberly-Clark's CMO. And unfortunately marketing researchers haven't exactly done a bang-up job of trying to move up the food chain. Ad Age reported one ploy some have used: "researchers have sought to fix that image by no longer calling research by its old, academic sounding name." The magazine notes a popular moniker today is consumer or buyer or brand "insights." "I can't stand the term 'market research,"' a director of consumer and market insights for Unilever told Ad Age. "I don't consider myself a market researcher at all. I really consider myself a marketer, which is why I like the [insights] title."
Well, maybe it's true that at this point, "marketing researcher" has accumulated so much negative press as far the mainstream marketing profession is concerned, that a title change is indeed in order. But if it's just a different day with a different title, but no other radical shift in thinking about what added value research brings or, more importantly, how to deliver this added value so it's clear it's an actual VALUE, then it's not going to work. If you just move spinach from one side of the plate to the other, the kid still isn't going to eat it.
We very often work with the research folks—either directly or indirectly—at companies and have observed three more-than-skin-deep changes researchers have made in their mindset and approach to working with marketing that are working in bringing together principle and practice, and improving their status, credibility—not to mention job security—in the process:
1) More than just the facts, ma'm. "Currently, few technological reasons (and still fewer in the near future) prevent a company from obtaining timely, valid, and reliable information relevant to the most important problems," as Moorman et al. wrote 15 years ago. As the director of consumer and market insights for Unilever put it, the research industry is "this huge industry of billions of dollars that anyone basically can do." So take it as a given that anyone can be a bean counter—collect the data, do the analysis, present the facts—what's going to make the difference is going beyond just reporting the facts.
2) Actions speak louder. Listen to what marketers are saying: they aren't kvetching that they can't get the research; they're snarking about not getting research they can use. As futurist John Naisbitt might have said, marketers are more often than not, "drowning in information and starved for knowledge." Or as the senior director of consumer insights and intelligence for Motorola told Marketing News: "It's one thing to look at data and tell me that it's statistically valid, and it's another thing to also make sense." For it to make sense, marketing researchers have to translate data and insights for marketers into the language of marketing strategy or tactical programs.
3) Do your best Willy Loman. At this point in time, it's pretty safe to say that marketers are, at best, on the fence that what marketing researchers can offer is a route to better performing programs and, just as importantly, profitability. They need to be sold on the idea. We're hearing a growing number of researchers at organizations tell us that the biggest part of their job these days is "selling in" the information to "their clients," their colleagues in marketing. Making the business case—showing hard evidence of a market opportunity, profit potential of a particular segment, financial impact of a new profit concept—is a particularly compelling way we've seen to quickly win over marketers.
Remember the words of strategy guru Michael Porter and high-powered consultant Victor Millar who predicted, "sustainable competitive advantage will depend less on who has the information and increasingly on who is able to make the best use of the information." What seems to be missing in many organizations today is not data, information, and insights, but some important "how to's"—how to use it, how to apply it, how to interpret it, how to bring it to life, how to tell if it's any good (see Mzine Extra below for five ways marketers can tell if research is any good), etc. It takes an understanding of needs, wants, and motivations—along with some creativity—to get a kid to eat his or her least favorite vegetable. Marketing researchers would do well to take the same approach with their marketing colleagues.
-October 2007
This content was provided by Copernicus Marketing Consulting and Research. Visit their website at www.copernicusmarketing.com.
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