Author: Jeremy Braune

Introduction

The use of online (as opposed to face-to-face), qualitative research for conducting focus groups has increased sharply over recent years.

But what is driving this trend and as a client, how do you decide whether online or face-to-face qual is right for your project?  

In this article we explain the main reasons behind the growing popularity of online qual and contrast the strengths and weakness of both approaches. 

Definitions

Before we start, it’s worth clarifying what we mean by face-to-face (f2f) and online qualitative research.

Face-to-face qualitative research

This term refers to any sort of synchronous (moderator and respondent interacting in real time), qualitative research that is conducted in person – meaning focus groups, but also mini groups and 1-2-1 interviews.

The term online qualitative research is used when those same, synchronous focus groups (or mini groups or 1-2-1 interviews) are conducted online instead, via desktop, laptop, tablet or mobile.

In addition to the above, online qual can be conducted asynchronously (when interaction between moderator and respondent doesn’t take place in real time).   The best example of this form of qual is the online research community, where a group of c. 12 or more respondents are involved in a qualitative research study that lasts days, weeks or even months.  

Why has online qual become so popular?

Just a couple of years ago, many qualitative research agencies and freelancers were still recommending f2f qual as the default, focus group option, without giving clients the choice of an online alternative.  

This was often due to a combination of factors: 

• A lack of online qual experience on behalf of qualitative research providers
• A concern by researchers that less tech-savvy consumers wouldn’t wish to take part online qual 
• A preference by clients for f2f groups
• A general belief that online qual couldn’t deliver the same depth of research insight as f2f

However, as COVID forced millions of people to overcome their nervousness about online chatting with friends and family on video conference platforms like Teams and Zoom, so many of those concerns quickly evaporated. 

As a result, it’s probably no exaggeration to say that the pandemic has accelerated the mainstream adoption of online qualitative research by at least 5 years.  

Ultimately though, the question of whether f2f or online qual is most suitable needs to be addressed on a project-by-project basis.  If you speak to an agency that offers both approaches you can be confident that their recommendation will be based on what is best for your project.

Online versus f2f qual – strengths and weaknesses

But what are the strengths and weaknesses of online versus f2f qual that the agency should be considering? We consider some of the most important ones below

Recruiting geographically dispersed respondents

For brands with relatively niche product offers, recruiting enough participants for just one f2f group can prove challenging. 

In these instances, online qual can provide the perfect solution, because it enables consumers from across the country to take part in a single, online group. 

And when it comes to mass market propositions, best practice is generally to undertake focus groups in two or more parts of the country so that contrasting, regional perspectives and behaviours can be identified and reconciled.   

Again, by mixing respondents from different locations within an online focus group approach, geographical coverage can be more easily achieved, often within a smaller number of groups – and with a significant cost-saving.

Round One to online qual!

Making respondents feel relaxed at the outset

For respondents to contribute openly and honestly within a focus group, they first need to feel at ease.  Whilst both online and f2f qual present challenges in this regard, there are usually more challenges for respondents to overcome in f2f qual. 

For example, f2f groups often take place in the evening, to give respondents time to finish work and travel to the research venue.  Getting there on time for say, a 6.15 pm start, can mean that they arrive feeling tired and stressed before the group has even begun!

Added to that, f2f groups are often conducted in hotel meeting rooms or purpose-built market research studios (with a 1-way mirrors behind which clients sit).  These unfamiliar environments can be intimidating for respondents, who then take longer to warm to their task.

In online qual, on the other hand, respondents will often participate from home, meaning they are in a familiar environment and aren’t surrounded by strangers whose presence might otherwise be off-putting. As a result, they are more likely to be able to ‘hit the ground running’. 

So online qual just about edges it in this round, because the respondents’ home environment acts as a built-in advantage.  

However, in qualitative research one of the main jobs of the moderator is to help banish respondent nerves quickly – irrespective of the approach that is being used.  In f2f qual, the best moderators are experts at this and have a wide variety of tried and trusted techniques for quickly putting respondents at ease.

Maintaining respondent focus and engagement throughout the focus group

Focus groups are tiring!  As a result, it can be hard for respondents to maintain energy and concentration right up to the end of the session and the longer the session lasts, the more likely it is that some form of distraction will cause concentration to break.

Of course, distractions can occur whether the research is taking place f2f or online.  However, for those taking part in online research from home, there are typically more things to distract the attention, from partners, babies, pets and dodgy internet connections, to ringing phones and deliveries arriving at the front door!  

To minimise the possibility of such distractions seriously disrupting online focus groups, it’s important that the online respondents are asked at recruitment stage to ensure they take all possible steps to isolate themselves during the session itself.

During the group its otherwise up the moderator to maximise engagement.  They do this by maintaining a suitable pace and using a combination of research tools, body language and eye contact.    

Whilst moderators are typically very proficient at this, it is generally easier to do when the session is f2f, rather than online.

Round Three to f2f qual!

Reading body language and facial expressions

For a qualitative researcher, the ability to differentiate between what a respondent says and what they often mean is critical, so their ability to read a respondent’s facial expressions and body language in the moment can be key.  

Whilst this can be achieved in online sessions it is much easier to do when face-to-face.  

Round 4 to f2f qual!

Diluting group effect

One of the main criticisms levelled at f2f focus groups is that individual respondents can be influenced and / or intimidated by the personality and opinions of more forceful members of the group.  Also, that they may find it difficult to express an opinion if it goes against the view of the majority.   

In this instance, online qual has an advantage.  The fact that respondents are physically removed from each other means that the potential for group effect is significantly reduced.

Of course, that is not to say that group effect is an inevitability in f2f groups.  It is, again, one of the most basic jobs of the moderator to ‘manage’ the stronger respondent personalities, whilst also ensuring that the other respondents feel able to speak their minds. 

Whilst group effect is not the f2f qual issue that some online qual practitioners make it out to be, the remote nature of online qual means that the online moderator usually has less to do in terms of managing respondent personalities.

Round 5 to online qual!

Researching samples and stimulus material

Advertising and new product development (npd) projects often require concepts to be explored qualitatively using:

• Stimulus material (e.g., concept boards) that contains a combination of words and pictures
• Product samples
• Packaging mock-ups

On these occasions, online qual can present significant logistical challenges.  For example: 

• Product samples that require testing may need to be sent out in advance of the actual focus group and be tested at-home before that group begins
• When concept boards are being viewed online, screen size can be an issue, particularly if the respondent is using a tablet or a mobile phone

The ‘removed’ nature of online qual also makes it more difficult to explore subject matter with an emotional component.

On the other hand, online focus groups tend to work very well for the evaluation of more straightforward concept material.

Round 6 – f2f shades it!

Cost

For many clients, cost is not surprisingly the biggest consideration when selecting both research supplier and approach.  In these instances, online qual typically beats f2f hands down.   

This is because:

• Recruitment and incentive costs tend to be slightly lower per head for online qual than for f2f
• Online qual groups tend to include less respondents than f2f ones (4 or 6 instead of 8), so there is a per groupsaving
• For online groups there is no need to hire a hotel meeting room (c. £300 per evening) or a studio in a market research viewing facility (c. £800 per evening)
• Clients cannot physically attend online groups, meaning there is no need to lay out for travel and subsistence

Round 7 to online!

Conclusion

As this article shows, both online and f2f qualitative research have different strengths and weaknesses, meaning that each approach is particularly suited to certain types of qualitative research.

Very broadly, the more complex, detailed and nuanced the research, the greater the likelihood that research f2f qual is going to be required.

On the other hand, the more straightforward, the more it is likely to suitable for an online qual approach. 

As online qual capability and tools continue to develop, so the opportunities for online qual will only grow.  However, there will always be an important role for f2f qualitative research to play. 

If you need support with a qualitative research project, please contact Brandspeak on 0203 8580052 or enquiries@brandspeak.co.uk.

Customer segmentation is a market research tool that divides a brand’s consumer base into different groups, with the goal of gaining a deeper understanding of different types of customers.

Although it’s a popular market research tool for many brands, it runs the risk of becoming irrelevant if it is not updated regularly to reflect constantly changing consumer attitudes and behaviours.

In this article we discuss the potential pitfalls of traditional customer segmentation, and explain why a new kind of dynamic, ‘living’ segmentation is key to remaining one step ahead in today’s always-on world.

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What Is Customer Segmentation?

Customer segmentation is the process of using data to divide your consumer base into different groups. There are four main types of segmentation for B2C brands, which are:

·       Demographic: this segmentation model is based on commonly identifiable data such as age, sex and socio-economic status.

·       Geographical: a form of market segmentation based on location; continent, country, city, town, or urban versus rural locations.

·       Behavioural:  this model is based on how the customer interacts with the brand – for example, by visiting the store or website, making a purchase or consuming the product.

·       Attitudinal: a model based on what consumers think about the brands in question. It enables the organisation to target consumers based on what they think and feel.

The more sophisticated segmentation models will often take account of all of the above characteristics to provide a more insightful view of the customer base.

Although B2B market segmentation is less common, it is equally important for these types of companies to identify different customer groups. They may choose to segment customers or prospects by company size, company sector, company structure, purchasing habits, annual turnover, location and more.

What Is the Purpose of Market Segmentation?

A well-thought out customer segmentation model helps brands to better understand and target different types of consumers. For example, an airline may identify a consumer group of middle-aged professionals who are frequent fliers and are likely to appreciate fast-track boarding and a dedicated business lounge. A different consumer segment may be made up of budget travellers who only fly once per year and are looking for the best package deals.

Once these different groups have been identified, brand owners can use this data to inform overall marketing strategy and development. They can also create campaign-specific media buying and messaging that is tailored to each consumer segment and use the most appropriate channels to reach them. 

How Is Customer Segmentation Carried Out?

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Customer segmentation is best achieved with the help of a market research agency, who will begin by asking you what you already know about your consumer base. If necessary, the agency may carry out some initial qualitative research to identify the defining characteristics, needs and expectations, drivers and barriers of your key consumers.

Next the market research company will carry out a survey to analyse the relative importance of those individual insights, as well as identifying the demographic, geographic, behavioural and attitudinal data required to create detailed customer segments.

The Results: Customer Segment Personas and Golden Questions

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Once the data has been analysed, brand owners will be presented with a number of different customer segment personas. These are a highly visual set of customer profiles that bring each segment to life and make it easy for brand owners and key stakeholders to understand the consumer types.

Customer segment personas can be presented in the form of pen portraits, cartoon videos or even by using actors to do segment skits. They are an effective method of presenting segmentation data in an accessible, engaging format that will resonate with key stakeholders.

At Brandspeak, we also provide brand owners with a short set of golden questions cherry-picked from the survey. These key questions allow brand owners to quickly identify which segment a new customer falls into, providing ongoing value after the completion of the segmentation research.

What Are the Potential Pitfalls of Traditional Customer Segmentation?

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Although a customer segmentation has the potential to be a highly valuable market research tool, if it’s not approached correctly it will fail to provide useful insight. We’ve identified a few common pitfalls to avoid:

Poor-Quality Input = Poor-Quality Output

Before  the segmentation begins, it’s crucial to recognise that the outcome will only be as good as the questioning included in the first place. This means that from the start the market research agency carrying out the work must have a clear understanding of key customer dynamics in order to create an effective survey. If the required understanding is not already available, the agency must carry out qualitative research first to get the insight they need.

 
Depreciation over Time

Brand owners must also be aware that the value of a traditional segmentation depreciates from day one – just like that of a brand-new car, which depreciates as soon as it’s being driven away from the dealership where you bought it.

Even when the customer segments have just been defined, they describe the characteristics of yesterday’s consumers.

This is important because consumer attitudes and behaviours are not static. In fact they are constantly changing, often in reaction to unpredictable external events such as the Covid-19 pandemic, which had a huge impact on all industries and aspects of life.

 
Slow Reaction to Changes in the Market

Brand owners must also be ready to react quickly to change – think about the rapid decline of Blockbuster, which failed to adapt into a new market of online streaming and cheap DVDs.

Although the depreciation of a customer segmentation should be a concern across all industries, the rate of depreciation varies. For example, in a fairly stable sector such as confectionery, the data is likely to remain relevant for longer than that of a fintech or across the social media landscape, where constant innovation and development can mean consumer insights become quickly outdated. Brands in this type of industry in particular must ensure that their segmentation is as up-to-the-minute as possible to enable them to stay one step ahead of the competition.

Dynamic Customer Segmentation Is the Solution

Revisiting a customer segmentation once every five years is no longer enough to survive in today’s always-on world. Instead, brand owners should consider spreading their investment over time, with smaller but more frequent updates that stay abreast of change. 

In order to stay relevant, it’s critical for a brand’s segmentation to be optimised for today’s consumers – not yesterday’s. The segmentation process must be agile and flexible, and able to reflect the ever-changing attitudes and behaviours of key consumer groups.

This approach can be described as ‘dynamic’ or ‘living’ segmentation, which can be updated in near-to real-time with the most relevant data. New segments can be identified quickly – before your competitors – and highly accurate data can help you to predict the behaviour of consumers before it happens.

Dynamic Segmentation Requires Organisational Flexibility

However, dynamic segmentation is only one piece of the puzzle. For it to be a success, brand owners and organisations must also be prepared to become as agile and nimble as their segmentation.

This means recognising the value of dynamic segmentation and reacting more quickly to any changes in the data.  Organisations must move away from the idea of a concrete, never-changing set of customer segments and towards a more fluid response to customer segments that can change rapidly.

By moving too slowly, brand owners run the risk of losing customers to a competitor with their finger more firmly on the pulse.

Socialisation and adoption of a new kind of dynamic segmentation will be key to getting buy-in throughout organisations, and an experienced market research agency will be able to help you achieve this.

Refresh Your Customer Segmentation with Brandspeak

In a post-Covid landscape where consumer attitudes and behaviours have changed dramatically since the start of the pandemic, now is the ideal time to revisit your customer segmentation.

As an experienced market research agency specialising in both qualitative and quantitative research, Brandspeak can help you to redefine existing segments, identify new ones and create a dynamic, future-proofed segmentation that continues to provide value. Whether you’re a B2C brand or a B2B business, we can help you get the insight you need. 

Contact us now on +44 (0)203 858 0052 to arrange a call.

Market research is constantly evolving, with new tools and technology to help brand owners identify trends and gain a deeper understanding of the consumer experience.

But what about trends in the market research industry itself?

From agile research to artificial intelligence and more, we’ve highlighted some of the biggest market research trends set to define the industry in 2022 and beyond.

Read on to find out how you can use these new technologies and approaches to hone your brand’s market research strategy and get access to the insights you need.

1. Agile Research

In an ever-changing economic landscape that has been rocked by events such as the Covid-19 pandemic and Brexit, it’s critical for market research providers to be able to identify up-to-the minute changes in consumer attitudes and behaviours.

Brand owners are beginning to look for instant, real-time responses and a speed of insight that allows them to react almost instantaneously to consumer sentiment.

To achieve this, agile research is key. This means conducting shorter, more frequent studies in less time to give an accurate indication of current attitudes.

Technology is central to agile research and enables market research companies to reach consumers remotely via mobile devices – an advantage that showed its value during the ongoing lockdowns of the previous two years.

Research suggests that up to 65% of surveys were completed on mobile devices in 2021, with benefits for both brand owners and participants.

Brand owners are able to gain quick responses that enable them to make incremental decisions and tweak their messaging, while participants benefit from convenient, accessible market research surveys that are quick and easy to complete.

2. The Rise of AI

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Today brand owners and market research agencies have access to more data than ever before. As artificial intelligence becomes more sophisticated, it is set to prove itself as a valuable tool for analysing huge quantities of both qualitative and quantitative data.

Artificial intelligence is defined as the simulation of human intelligence processes by machines, in which they mimic the problem-solving and decision-making capabilities of humans.

In market research, one of its most exciting applications could be its ability to analyse huge volumes of qualitative written data in order to gain quantitative results.

For example, Google’s Natural Language API is able to quickly identify the structure and meaning of a text by identifying keywords, their frequency and how they are used. It can also provide a numerical sentiment score that indicates how positive or negative the text’s emotional sentiment is.

This type of analysis could help market research agencies to gain valuable quantitative results from qualitative surveys, without the need for human intervention.

Other possibilities for AI in market research include the use of virtual respondents that would be capable of responding to survey questions just like a human, or virtual interviewers that are able to interact with participants and analyse their emotions in a way that is less biased than their human counterparts.

3. A Focus on Empathy

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At Brandspeak we’ve always believed that empathy is key to insightful qualitative research, but in the next few years this trend is set to gain pace.

This is partly due to Covid-19, an unprecedented global crisis which caused widespread uncertainty and prompted many brands to connect with their consumers on a deeper and more emotional level in times of crisis. 

Although we have access to more consumer data than ever before, it’s critical to remember that these data points represent real human beings, with many different (and often contradictory) feelings, behaviours and desires.

It will also become increasingly important to focus on what consumers need rather than what they want. When brands focus solely on customer wants, their customer interactions tend to focus on increasing sales. But by trying to understand what consumers need, they will be able to create products and messaging that speaks to them on a deeper level.

Segmentation and an approach to market research that puts the customer rather than the brand at the centre – such as Brandspeak’s own customer-first model – will be key to achieving this goal. 

4.  DEI – Diversity, Equity and Inclusion

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It’s essential for brand owners to prioritise diversity, equity and inclusion when undertaking market research. This is beneficial for two main reasons; the first is that using a panel that is diverse and inclusive will be more representative of your customer base.

Secondly, surveys and research methods that are inclusive and take into account people of different genders, races and ethnicities, sexual orientations, abilities and disabilities and so on are likely to gain more insightful results than those which exclude people or make it difficult for them to participate.

In order to be more inclusive, brand owners and market research agencies should re-evaluate the way they ask demographic questions. Questions about demographics should be preceded with an explanation of why this type of data is being collected, and ideally should provide room for an open-ended answer. Leaving space for participants to define their own sexual orientation, for example, is more inclusive than a tick-box exercise with limited options.

A better understanding of previously under-represented groups could have huge benefits for brand owners. For example, the LGBTQ+ community is reported to have a spending power of over $1 trillion dollars, making it a highly valuable consumer demographic.

That said, brand owners and market research agencies must recognise the huge diversity within so-called minority groups – with many different attitudes, behaviours and preferences to take into account – rather than a one-size-fits-all approach.

5. Social Listening

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Today’s consumers spend almost 2.5 hours per day on social media. While many use it to communicate with friends, watch videos or scroll through Instagram, it’s also a popular way to share opinions about brands and products.

Social listening analyses what people are saying about a brand on social media to gain insight on the mood behind the data.

For example, searching for hashtags that relate to your brand name or product on Twitter may bring up tweets from users who are particularly happy – or unhappy – with your product.

Many brand owners are now using AI to analyse this type of data and provide an indication of the overall sentiment of consumers towards their brand or product, giving them the information they need to tweak marketing campaigns or products accordingly.

As consumer usage of social media continues to increase, social listening is becoming an increasingly popular tool for brands and market research agencies. Brand owners are able to gain real-time insight into consumer sentiment, enabling them to react quickly and avoid any potential PR crises.

Social listening is also a great way to collect more natural, informal responses by measuring consumer sentiment in their own environment, rather than under survey conditions.

6. DIY and DIY (Do It Together) Research

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The increasing availability of smart research tools and platforms means that many brand owners are conducting their own research in-house (known as DIY research). Others are opting for DIT (do it together) research, which involves using these tools in collaboration with support and specialist services from market research providers.

While many see this shift as the democratisation of market research, it’s important not to lose sight of the value experienced market research agencies can provide.

Maintaining high data quality standards is critical to gaining useful information, and it’s likely that a professional market research company will be better equipped to provide more insightful and less biased results than research carried out in-house, often with a limited sample size and simplified research methodologies.

And in today’s data-driven world, the challenge is no longer acquiring enough data. Instead, the challenge is finding the right data and analysing it to gain valuable insight and inform business strategy.

Market research agencies are experts at asking the right questions to get the data businesses need – both qualitative and quantitative – and distilling it into actionable results.

Boost Your Market Research Strategy with Brandspeak

With years of experience in qualitative and quantitative research, Brandspeak is perfectly placed to help you supercharge your market research strategy in 2022 and beyond. To find out how we could help your brand, contact us now on +44 (0)203 858 0052.

After the Chancellor’s recent Budget announcement warned of challenging months ahead in the aftermath of the pandemic, the Institute of Fiscal Studies has predicted that millions of UK consumers will be worse off in 2022.

Spiralling costs, tax rises and inflation are all contributing factors, with Brexit and supply chain issues further exacerbating the problem.

Research by the Office for Budget Responsibility suggests that the cost of living could be set to rise at its fastest rate for 30 years – leaving many consumers feeling the squeeze.

All of this spells tough times for brand owners too, who must rethink their strategy in order to appeal to consumers in a climate of rising costs and widespread uncertainty.

However, all is not lost. In this article, we demonstrate how an agile, customer-first approach is the key to survival any downturn.

1. Understand Your Customers

As the economic climate changes, so do consumer motivations and behaviours. People who have previously been living comfortably may start to cut back on treats and luxuries, and those who are less well-off are likely to feel the strain the most.

In order to be aware of how their consumers are evolving, brand owners must review their segmentation models and decide whether they are still fit for purpose.

An article in the Harvard Business Review suggests that in times of economic difficulty, psychological segmentation may be a more effective tool than demographic segmentation.

Customers can be grouped into segments according to their emotional reaction to the economic environment.

For example, the ‘slam on the brakes’ segment feels the hardest-hit financially, and reduces all types of spending by eliminating, postponing, decreasing or substituting purchases.

At the other end of the spectrum is the ‘comfortably well-off’ segment, who feel financially secure and consume at near-normal levels, although they are likely to be more selective about their purchases.

To appeal to these consumer groups during difficult economic times, brand owners must use segmentation to gain a deeper understanding of their consumers and how they react to the need for belt-tightening.

For example, the ‘slam on the brakes’ segment is likely to be attracted by reduced prices or unbundled services, whereas the ‘comfortably well-off’ group will respond well to claims of great performance, reliability and value for money.

2. Don’t Cut Back on Advertising

In times of economic uncertainty, it can be tempting for brand owners to reduce their advertising spend in an attempt to cut costs.

However, research has found that companies that increase or maintain advertising spend during a recession experience higher sales growth throughout and after the recession than those that don’t. In fact, at the end of a five-year research period  during the early 1980s recession researchers found that companies that kept up their advertising saw a sales increase of 256% over companies that made cuts in this area.

Although the UK is not currently in a recession, these insights are still valuable in today’s climate of economic uncertainty.

Brand owners should take advantage of the opportunity to increase brand knowledge where competitors might be cutting back, as consumers look for familiar brands they can trust.

Digital marketing is a particularly effective channel to communicate with consumers, with 46% of respondents saying that their smartphone use has increased since before the pandemic.

As consumers spend more time than ever online, brand owners must capitalise on this – for example, by advertising more aggressively on social media or creating great SEO content.

3. Position Your Brand as One That Can Be Trusted

During difficult times, consumers look for brands they can trust. Brand owners must tailor their messaging accordingly, reassuring consumers that they will weather out the storm together.

For example, during the pandemic in 2020 Ford introduced a ‘Built to Lend a Hand’ programme for its U.S. customers. The program offered eligible new car buyers up to six months of payment relief, and the marketing campaign focused on how the company has supported the country through difficult times, including during the war and in the face of natural disasters.

Aligning your brand with your consumers’ core values is another great way to build trust. During tough times and after a pandemic that saw people separated from their loved ones, family values are increasingly important.

With Christmas approaching too, messaging that focuses on bringing the family together will be more poignant than ever before. For example, this year’s Tesco advert focuses on celebrating the fact that families can be together this year (unlike last year) and puts a playful spin on it. The ad suggests that nothing will stop people having a great Christmas this year – even the possibility of Santa being quarantined.

By identifying consumers’ desire to pull out all the stops this Christmas to make up for last year, the advert appeals to consumers on a deeper level while bolstering their trust in the household name.

4. Adjust Price / Offering

Although consumers respond well to brands they trust during an economic downturn, many are ultimately motivated by price and will look elsewhere if your product is too expensive.

This doesn’t necessarily mean that prices need to be reduced, but revising your offering to suit your customers’ changing situation and budget is essential.

One effective strategy is downsizing package sizes to appeal to cash-strapped consumers. People who are feeling financially strained are more likely to focus on the absolute price rather than the cost per volume – meaning they will choose a packet of crisps that costs 80p over one with 50% more volume for £1.10, for example.

However, a different customer segment that buys items in bulk to reduce costs may be more responsive to an offer of a discount for buying several multipack bags of crisps at a time.

The key is to understand each of your customer segments and modify your pricing to suit their budgets.

Unbundling is another way to adjust price during tough times. Products that usually come as a package deal can be separated into different components so that customers can cherry-pick only the services they need.

For example, Sky customers are able to build their own package starting with basic TV channels, with the option to add sports, cinema and kids channels if required.

This kind of offering caters to those on a lower budget, with the option to easily add on extras at a later date.

5. Focus on Reliability and Performance

Just like consumers are looking for brands they trust in difficult times, they also want products that last.

Though the most financially stretched ‘slam on the brakes’ segment are still likely to be most motivated by low prices, those with a little more disposable income will be making more selective and considered purchases.

These consumers are increasingly looking for quality over quantity, so positioning your product as a durable, well-made item that will last for years to come may be key.

The trend for buying fewer, but more high-quality products has also been gaining traction due to consumer concerns about sustainability.

Many consumers are interested in buying less products but getting more value for money (particularly in the fashion industry, but the trend has been seen across the board), and focusing on the high quality and durability of your product is a great way to appeal to this growing segment.

Levi’s recent ‘Buy Better, Wear Longer’ campaign, which encourages customers to be more intentional about the products they buy and highlights the high quality and sustainability of their products, is an excellent example of this type of marketing in action.

6. Look After Loyal Customers

Although price-sensitive consumers are likely to be more interested in alternative brands and products during times of economic difficulty, by using the right tactics it’s possible to convince them to stay.

Loyalty programmes with exclusive member discounts and special offers are a great way to show your customers that you value them, and they can be the deciding factor in someone staying loyal to your brand.

Research showed that 58% of UK consumers stayed loyal to certain brands during the pandemic, feeling that they had received added value in return for loyalty.

Customers should be grouped into segments, with targeted promotions and rewards for each group – from big spenders and regular customers to those who purchase less frequently.

Do your research to find out what kind of loyalty rewards will resonate best with each segment, and tailor your marketing messaging accordingly. For example, regular customers might appreciate a discount on their most frequently-bought product, while those who purchase less frequently could be tempted by a 20% discount on their next purchase.

7. Do Market Research

Consumer behaviour and motivations are constantly evolving and are influenced by a wide range of variables including economic climate, disposable income, life stage, geographic location and more.

In order to keep their finger on the pulse, brand owners should constantly be monitoring their customer segments so that they can recognise changes in attitude and behaviour and tailor their marketing messaging accordingly.

During periods of economic uncertainty, monitoring tools like brand tracking are even more critical as consumer attitudes shift rapidly.

For example, consumers who are feeling financially strained may change their perception of products and the categories they fall into. New clothes or organic food may shift from essentials to treats, or consumers might swap going out for staying in at home.

Smart brand owners can use this insight to create messaging that speaks to their customers – for example.  Department store Oliver Bonas recently wrote an article on its website called ‘Why Staying in Is the New Going Out’, which highlighted lots of products the store sells to make staying in more enjoyable – from comfy loungewear to books and plants.

By recognising these shifting perceptions, marketers gain a deeper understanding of their customers and adapt their marketing message to appeal to their new mindset.

A Customer-First Approach

Marketing during times of economic uncertainty has its challenges, but with the right tools and strategy you can make sure your brand stays at the forefront of consumers’ minds and continues to appeal to them.

Brandspeak offers a customer-focused marketing service that measures a wide range of metrics to give you an accurate, up-to-the minute profile of each customer segment. From psychological segmentation to demographics,brand tracking and more, our bespoke service allows you to gain a deep understanding of your dream customer and create winning marketing campaigns that get results.

To learn more about how Brandspeak could help your brand, contact us on +44 (0)203 858 0052.

To successfully market a brand or product, brand owners must have a deep understanding of the characteristics and behaviours of their dream customer.

Although there are many different ways to segment consumers, one approach is generational segmentation. This is when people are divided into groups based on the era they grew up in, such as Baby Boomers, Millennials and Gen Z.

At Brandspeak we’ve conducted exhaustive amounts of research with the six current generational groups, addressing financial matters, holidays, hobbies, cars, relationships – and everything in between. This has given us an acute knowledge of the differences between the groups, and valuable insights into how to market to them.

In this article we highlight some of the characteristics that we have found to define the different generations, as well as the key marketing channels and techniques that they are most receptive to.

The Silent Generation (born 1926 – 1945)

Key events: The Great Depression (1929), World War II (1939 – 1945)

Newspaper headlines: ‘Britain at War with Germany’ (Nottingham Post, 3 September 1939)

Chart-topping songs: Swinging on a Star, Bing Crosby (1944); Cheek to Cheek, Fred Astaire (1935)

The term ‘the Silent Generation’ was coined in a Time magazine article in the 1950s, and it referred to the fact that the children of this generation were taught to be seen and not heard.

The members of the Silent Generation had direct experience of World War II, which will have shaped their upbringing and their outlook on life.

Members of the Silent Generation generally know how to make do and accept their lot in life.  Their experiences taught them to be frugal, disciplined, realistic and grounded in their expectations. This generation generally respects authority, conformity and the ‘order of things’.

Key marketing channels & techniques

The Silent Generation is the most likely to consume print media, with research stating that they are 56% more likely to read a newspaper than other adults. Adverts in newspapers can be a useful marketing channel, as well as direct mail.

Members of this generation are active TV viewers, so commercials can be an effective way to reach them too.

They tend to be loyal customers, so it’s critical to gain their trust. They value fair pricing and being understood, and family values are also important.

Baby Boomers (born 1946 – 1964)

Key events: Vietnam War (1945-6), Assassination of JFK (1963), Beatlemania (1963 onwards)

Newspaper headlines: US Spaceman Orbits Earth (1962)

Chart-topping songs: Jailhouse Rock, Elvis Presley (1957); Let’s Twist Again, Chubby Checker (1961)

Baby Boomers were so named because of the surge in births that occurred after World War II.  It was not until after 1964 that birth rates would begin to decline again.

The Baby Boomer era was influenced both by the austerity of the receding war years and by a sense of renewal and optimism that characterised the investment and rebuilding of the post-war years.

The scarcity of food and materials meant that this generation was taught to be frugal and self-sufficient, whilst the growing economy provided opportunities for those who were prepared to work hard. During the post-war years the value and importance of money was drummed into them, and Baby Boomers are particularly likely to feel rewarded by money.

Key marketing channels & techniques

Baby Boomers are consumers of traditional media like TV, print and radio. However, they have also embraced technology and are likely to be receptive to email marketing and brands with a presence on Facebook.

But be cautious with Facebook retargeting ads, as Baby Boomers are likely to be suspicious that you are trying to trick them into buying your product.

Slow-paced and informative videos may be a more effective way to generate interest in your product or brand, and the availability of both email and phone support will also be an advantage.

Generation X (born 1966 – 1980)

Key events: The Watergate scandal (1972), British steel strike (1980)

Newspaper headlines: ‘Meet Our New Money’ (decimalisation, Daily Mirror, 1970); ‘King Elvis Dead’ (The Sun, 1977)

Chart-topping songs: Hey Jude, The Beatles (1968); Dancing Queen, ABBA (1977)

This generation was born into an era where technology was developing fast, but wasn’t yet readily available. Although Gen Xers didn’t grow up using computers, they adapted to new technology quickly and became accustomed to using it in the workplace.

Generation X is characterised by a sceptical nature that is partly the result of events such as the Watergate scandal and dramatic inflation, which led to large-scale layoffs.

Members of this generation typically have a ‘workaholic’ work ethic, and often struggle to find the right work-life balance in their time-poor lifestyles.

Key marketing channels & techniques

Although 95% of this generation are active on Facebook, they are more responsive to email marketing than social campaigns.

Positive reviews of your product or brand are a key purchase driver for Gen Xers, and can be a great way to gain the trust of this sceptical consumer group. Once they have been won over, they have high brand loyalty and appreciate loyalty programmes.

Gen Xers enjoy shopping (particularly online), but have little time for lengthy checkout processes or websites that are difficult to navigate.

More than any other generation, they appreciate ‘click and collect’ options when purchasing products.

Millennials/Generation Y (born 1980 – 1996)

Key events: The Gulf War (1990-91), the birth of the internet (1983)

Newspaper headlines: ‘Simpson Found Not Guilty’ (1994), ‘Clone Shock’ (cloning of Dolly the sheep, The Sun, 1996)

Chart-topping songs: Like A Prayer, Madonna (1989); Wonderwall, Oasis (1995)

Millennials grew up in an age of information, technology and a war on terror. Although they are fully comfortable with using technology, the digital world is one they have migrated to from their largely analogue childhoods.

This generation is distrustful of big brands and corporations, and values authenticity and transparency highly.

They are also socially conscious, and likely to seek out ethical brands that align with their own beliefs and values. Self-expression and individuality is important to Millennials, and they are often looking for a more personalised shopping experience.

Key marketing channels & techniques

Millennials are always connected, and Facebook, Instagram and Twitter are all great places to reach them. Although they still watch TV, this is more likely to be through streaming platforms like Netflix rather than traditional channels.

Social media campaigns are more effective than email marketing with this group, and pushy advertising techniques are a turn-off.

Instead, Millennials appreciate honesty and value the opinions of influencers and their peers. They are keen to engage with brands and respond well to user-generated content, as well as positive customer reviews.

Gen Z (born 1997 – 2012)

Image: VectorMine/Shutterstock

Key events: First iPhone comes out (2007), Iraq War (2003 – 2011)

Newspaper headlines: US Election: Obama Wins Second Term (The Guardian, 2012), Osama bin Laden Is Dead (The Guardian, 2011)

Chart-topping songs: Rolling in the Deep, Adele (2011); Bad Romance, Lady Gaga (2010)

Generation Z is the first generation to be born into a world where smartphones and mobile technology already exist, and for this reason they can be considered ‘digital natives’.

People in this group are likely to have strong views on politics and current affairs, which they share on social media. Generation Z feels like it has a duty to improve the world it has inherited, and its members are generally willing to pay a premium for eco-friendly products from socially conscious brands.

Generation Z prizes authenticity and quality over brand loyalty, and members of this generation will choose brands that align with their own core values.

Key marketing channels & techniques

Generation Z is all about the mobile experience. This generation of multi-taskers has an attention span of around eight seconds, so marketing content must be brief, relevant and eye-catching.

Videos are one of the most effective ways to reach Generation Z, and YouTube’s six-second bumper ads can be a great tool to generate brand awareness.

TikTok, Snapchat and Instagram stories are also useful channels to connect with this generation, as well as collaboration with popular influencers and YouTubers.

Generation Alpha (born 2012 onwards)

Image: Morrowind/Shutterstock

Key events: Covid-19, Paris Agreement on climate change (2015)

Newspaper headlines: ‘Lockdown 2 to Avoid Disaster’ (Sunday Times, Nov. 2020), ‘The March for Change’ (Black Lives Matter protests, The Daily Mirror, June 2020)

Chart-topping songs: Thinking Out Loud, Ed Sheeran (2014); Sorry, Justin Bieber (2016)

Although you may not have heard of it yet, Generation Alpha is the next generational group. Since the oldest members are only 11 at the time of writing, it is impossible to know what the defining characteristics of this generation will be. However, it is possible to make a few predictions.

Alphas will be even more technology-literate than their predecessors, with iPads and interactive technology becoming the norm in both home and school life.

This generation is also likely to be the wealthiest yet. This is partly due to staying in education for longer, and partly because many Alphas are likely to be born into single-child households. The number of children per family has been declining since 2012, and this trend is likely to continue as a longer life expectancy and greater opportunities for women mean that they have children later in life, or not at all.

Due to this increased wealth, it is expected that Generation Alpha will be more concerned about ethics and purpose rather than earning the maximum profit.

Cultural diversity and individuality will be of great importance to this generation, as well as social responsibility and instant accessibility.

Key marketing channels & techniques

Members of Generation Alpha are likely to use social media platforms and channels that aren’t even in existence yet.

To connect with this consumer group, brands will need to focus on accessibility across multiple devices, speed and customisation.

Corporate Social Responsibility (CSR) will be increasingly important, as this generation will expect brands to demonstrate that they are socially conscious and ethical.

Generational Segmentation and the Customer-First Approach

Generational segmentation is a valuable tool that gives brand owners a deeper understanding of consumer behaviour and motivations, and can be used to inform brand strategy.

However, it’s important to remember that this approach is part of the wider picture, and not the only way to understand consumer behaviour.

At Brandspeak we’ve found that many attitudinal and behavioural characteristics are indeed generational, meaning that they are ingrained and defining.

Others are more transient and related to a person’s life stage, and this context is important to remember during discussions where certain generations are described as selfish or entitled. Although Generation Z are currently on the receiving end of this kind of criticism, in the not-too-distant past the same words were being used to describe Millennials. Looking back a little further, Baby Boomers were also tarred with the same brush by their predecessors.

Rather than one generation being intrinsically more selfish or self-absorbed than another, it seems more likely that these characteristics are common to a particular age group or life stage.

Brandspeak recognises that there are multiple factors that can affect characteristics, behaviour and brand perception, from generation and life stage to gender, geographical location, income and more.

Our innovative customer-first approach uses generational segmentation as well as a range of other factors to help you understand consumers on a deeper level. This enables you to create products and marketing campaigns that speak directly to your target audience and increase your bottom line.

Brandspeak are generational research experts. To find out how we could help your brand, contact us on +44 (0)203 858 0052.

Photo by Peter Bond on Unsplash

In this article

Covid-19 has had a huge impact on consumer behaviour across the board, affecting almost every aspect of our daily lives.

One of the areas where this is most striking is our changing attitude to food and drink.

Many consumers are looking to create a healthier and more environmentally conscious lifestyle in the wake of the pandemic, and there are a number of food and beverage trends that reflect these core motivations. From an increased demand for immunity-boosting products to the exponential growth of the alternative milk industry, consumer behaviour and attitudes are changing at a rapid pace.

In order to stay ahead of the game, it’s essential for brand owners to have their finger on the pulse.  A deep understanding of consumer motivations is key, and will enable companies to anticipate which products and marketing campaigns will resonate with their target audience.

In this article, we take a look at five key food and drink trends in 2021 and how some well-known brands are using them to drive sales.

1. Immunity-Boosting Food and Drink Products

As a result of the pandemic, consumers are increasingly anxious about their health and are seeking products that claim to support their immune health. According to Google Trends there was a 670% increase in searches for ‘food’ and ‘immune system’ between February and March 2021, and this trend is showing no signs of slowing down.

Products incorporating vitamins C, D and zinc are particularly popular, since they are reported to boost our natural immunity. Many well-known brands are taking note of this trend; tea giant Tetley has recently launched a Super Green Immune tea with added Vitamin C, and plenty more brands are set to follow.

Consumers are also on the lookout for functional foods, which are defined as foods that offer health benefits in addition to their basic nutritional function. Examples of functional foods include turmeric and ginger, and products containing these ingredients are increasingly sought after.

Although immunity is likely to become less of an immediate concern as the pandemic subsides, consumers will remain receptive to products that are easy to incorporate into their lives and promote a healthier way of living.

2. The Plant-Based Revolution

As many consumers seek a healthier and more sustainable lifestyle, sales of plant-based products are booming. By the summer of 2020 plant-based food sales had seen a 243% rise, with consumers choosing 14% more meat and dairy-free products than the previous year.

The impact on the dairy industry is particularly striking, with one in three UK consumers now buying plant-based milk. The data shows that the younger the consumer, the more likely they are to turn away from cow’s milk, with 37% of Gen Z consumers reducing their cow’s milk intake for health reasons. Other motivations for dairy avoidance include concern for animal welfare and environmental issues, with 36% of 16-24s agreeing that dairy farming has a negative impact on the environment due to CO2 emissions.

For the dairy industry to survive, it will be critical to reassure Gen Z (as well as other key consumer groups) about its high standard of animal welfare and the steps the dairy industry is taking to reduce CO2 emissions.

To demonstrate their commitment to the environment, 40 leading dairy organisations have recently declared their support for Pathways to Dairy Net Zero, a new climate initiative that aims to reduce the sector’s greenhouse gas emissions. Supporting companies include some of the biggest players in the industry such as Nestlé, Danone, and Dairy UK, and initiatives like this are vital to retaining the trust of consumers in 2021 and beyond.

3. ‘No to Low’ Alcohol Drinks (NOLO)

With reports suggesting that over 25% of 16-24 year olds in the UK identify as non-drinkers, consumer attitudes to alcohol are changing dramatically. Gen Z has even been dubbed ‘the Sober Generation’, with health as the number one reason for moderation.

And they’re not only concerned about physical health – research shows that 86% of the Millennial Gen Z population value mental health just as highly. By offering drinks that consumers can enjoy without the negative impacts of alcohol, brand owners can take advantage of this growing market.

Household names such as Guinness, Heineken and Budweiser have all launched zero-alcohol beers, and many smaller brands such as Caleño are paving the way for non-alcoholic spirits.

And it’s not just the younger generation that are interested in no/low alcohol alternatives. One in three adults are now moderating their alcohol consumption, and the desire for a healthier lifestyle is the driving factor.

Although there is still a large market for alcoholic beverages, brands will need to be more creative to appeal to consumers in the wake of Covid. Beer brands may be able to tap into their consumers’ desire for healthier, more functional products by highlighting the B vitamins present in their drinks or offering low-calorie varieties.

Other brands such as NIO are responding to the consumer trend for drinking at home by offering a service that delivers pre-made cocktails straight to your door.

4. CBD Food and Beverage Products

One of the fastest growing food and drink trends in the UK is CBD products. The UK is now the world’s second largest consumer cannabinoids (CBD) market, with sales of CBD products valued at £690m in 2021 alone. This figure is almost four times higher than predicted, demonstrating the unexpectedly rapid growth of the sector.

The increasing popularity of CBD supplements, oils, drinks and food products reflects the consumer desire to improve their physical and mental wellbeing, with the products reported to relieve anxiety and stress as well as physical pain.

CBD was declared a novel food in 2019 in the UK and Europe, meaning it can legally be sold as a food product if it is authorised by the FSA. A number of smaller UK brands are working with CBD in innovative ways to produce products such as CBD hummus, snack bars and even tonic water. Most of these products are sold largely online, although it’s likely that they will become available in stores as their popularity increases.   

Many global brands are also planning to develop CBD food products, although progress is currently stalling because US regulators do not recognise it as a novel food. Ben & Jerry’s released a statement confirming their interest in creating CBD ice cream, and food giant Nestlé has launched some (non-food) CBD products on the US market under Garden of Life, a brand that they own.

5. Enhanced Transparency

Transparency is one of the most significant global food and drink trends of 2021, with six in ten consumers saying that they are interested in learning more about where their food comes from. In an age where consumers are used to having a wealth of information at their fingertips, they want to know where their food was produced, who grew it, how it was transported and what’s in it.

This demand for transparency has arisen in part due to a growing distrust of the ethics of large brands. There are a number of reasons for this lack of trust, including food safety issues and finding out about questionable food production practices, animal welfare and treatment of workers.

In an effort to regain consumer trust, many brands are implementing blockchain technology to enable consumers to track the journey of their product ‘from farm to fork.’ In 2017, Cargill (America’s largest privately owned company) introduced blockchain technology so that customers could trace their Thanksgiving turkey back to the farm it came from.

Consumer desire for transparency has also seen people turn to local suppliers, such as butchers, farmers’ markets and grocers. Many consumers were looking for locally sourced products with a lower carbon footprint before Covid-19, and the rise of home working during the pandemic has made it easier for people to shop locally and find out more about where their food comes from.

The Customer-First Approach to Food and Drink Trends

As consumer attitudes and behaviours continue to shift in the aftermath of Covid-19, brand owners and food producers must be the first to recognise and respond to emerging trends. Today’s consumers have more choice than ever before, and if your brand or product doesn’t resonate with them they are likely to look to your competitors.

With many consumers making dramatic changes in the pursuit of a healthier and more environmentally conscious lifestyle, it’s no longer safe to assume that you know your customers and what they want. Even loyal customers are likely to turn away from your brand or product if it doesn’t suit their new lifestyle or address their concerns, leaving your company lagging behind.

In order to remain relevant, brands and food producers must focus on gaining a deeper understanding of the behaviours and motivations of their customers. This intelligence can then be used to inform brand strategy and create products that sell.

Brandspeak’s customer-first approach builds on this understanding, putting customers at the centre of brand and product strategy. By performing intelligent market research to understand customer behaviour and motivations, we’re able to predict trends before they happen and provide high-level data to inform and guide your approach – helping brands to be proactive rather than reactive.

For more information about how Brandspeak can help your food and drink brand stay one step ahead, contact Brandspeak at enquiries@brandspeak.co.uk or on +44 (0)203 858 0052.

Introduction

Brand tracking is seen by many marketers as a ‘rear-view mirror’ tool that is too retrospective and doesn’t provide useful insights in today’s fast-moving world.

If we are thinking about traditional brand trackers that put brand – rather than the customer – at the centre and consist of tedious 25-minute consumer surveys, this negative opinion of brand trackers is justified.

However, by reimagining tracking as a means of understanding the customer on a deeper level rather than simply measuring brand metrics, it reveals its value as an essential tool for today’s businesses.

In this article, we’re going to discuss why brand tracking needs to change its focus if it is to survive and propose Brandspeak’s own customer-first model as the solution.

What Is a Brand Tracker? (The Traditional View)

Many companies use brand trackers to measure brand health over an extended period of time. This is achieved by gathering responses from consumers and analysing how they think and feel about your brand. This data is collected largely using online surveys, and consumers are usually asked the same questions at different times throughout the year.

Although brand trackers can differ depending on the needs of the company, they are likely to include some of these brand metrics:

• Spontaneous and prompted awareness of your brand
• Awareness and relevance of the different elements of your brand’s offer
• Brand values

Trackers may also look at product metrics like these:

• Purchase criteria (e.g. ease of use, price, innovation, etc.)
• Usage behaviour (when and why the product is used)
• Frequency of use

By comparing consumer responses over time, brand owners hope to get an overview of brand performance and analyse the success of certain campaigns.

Depending on the requirements of the business, brand tracking reports are usually produced every quarter, every six months or annually.

What’s Wrong with Traditional Brand Tracking?

In today’s always-on world where huge volumes of data are available in real-time, brand tracking has come to be seen as a retrospective, rear-view mirror tool that does not help brand owners to evolve and move forward.

This is largely because the information that brand tracking provides is seen as outdated. With some trackers only interviewing as little as once a year, the data takes too long to generate.

By the time the team receives the report, they see the information as irrelevant because it doesn’t reflect current brand perceptions.

Businesses also have a dated view of brand trackers as long 25-minute surveys that consumers lose interest in and don’t fully engage with.

A Loss of Focus

However, the key reason for the failure of traditional brand trackers is their loss of focus. Many companies no longer find their brand trackers useful because over the years they have been reshaped into something else.

Often, lots of extra functions are added in, and many trackers are expected to do multiple jobs – from comms tracking to customer satisfaction tracking and more.

Although they may have been relevant when they were first implemented, over time trackers become less streamlined and are no longer fit for purpose. Think of it as an overgrown garden that is in desperate need of attention.

It’s no surprise that many businesses see their trackers as a relic from the past that has little remaining value.

To make matters worse, brand tracking reports often present numerical data that is difficult to make use of.

Although the tracker is able to tell you what happened in the last wave, it is unable to explain what it means or what to do next. This leaves brand managers feeling frustrated and struggling to see the relevance of their trackers.

With problems like these, brand tracking is in danger of extinction. So, what’s the solution?

Trackers Need to Be More Relevant

For trackers to survive, they need to be more relevant to the business. Most trackers treat  brand as the beginning and end of the question, without considering what role it plays in the wider context of the business.

However, it’s vital to remember that the overall purpose of any brand is to play a supporting role in selling more goods or services.

Although brand trackers are able to give a good indication of brand health, what this means for the business is often unclear.

For example, a brand tracker is able to tell us that brand awareness has increased, but not whether this has helped to gain new customers or retain existing ones.
 

Changing the Focus

For trackers to be useful, we need to think about them in a different way. Their goal is not simply to measure brand health. Instead, their aim should be to understand customer motivations and behaviour. Brand health is a diagnostic way of doing this, rather than the sole purpose of the tracker.

With this new focus on customer rather than brand, the tracker can evolve into a valuable tool that gives new insight into what drives and motivates buyers.

The Customer-First Model

Following this concept, Brandspeak has created a customer-first model to offer a more relevant approach to tracking. Unlike traditional trackers, it puts customer dynamics (rather than  brand) at the centre.

In the outer ring of the model is Marcomms, with a focus on how it drives brand beliefs and impacts customer behaviour and attitudes.

By seeking to understand the behaviour and attitudes of different customer groups (e.g., loyalists, new customers, potential customers), our model is able to measure the impact of the brand on customer behaviour.

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The model is also built on the conscious and subconscious consumer perceptions that drive behaviour – namely presence and preference. This includes considerations such as whether the brand comes to mind easily (mental availability), and whether the products are readily available to buy (physical availability).

We use our model to inform our tracking programme, and each of its measures points back to customer flow to help businesses understand their brand’s impact upon winning and retaining customers.

The Solution: A Flexible, Agile Tracker That Puts the Customer First

If trackers are to survive, they must focus on the customer rather than brand.

However, flexibility and agility are also key. At Brandspeak brand tracking agency, we create flexible trackers that collect data from multiple sources rather than just a single survey.

In today’s multi-channel, always-on culture this is essential, and consumer surveys are fully optimised for mobile use.

Our agile trackers can also publish data directly onto online portals and dashboards that clients can access and cut themselves, allowing them to receive relevant, up-to-date information that can be used to understand customer motivations and drive growth.

Alternatively, if you’re looking for more information on brand tracking, read our complete guide to brand tracking written by market research experts. 

We know that understanding your customer is vital to the success of your brand. For more information on our unique, customer-focused tracking programme, contact Jeremy@brandspeak.co.uk or call us on +44 0203 8580052

Introduction

In this 5-minute article, we take a look at Big Data and how it can be used to augment and improve consumer insights. If you’re dealing with market research data but hesitant to step beyond that single-mode consumer view, then we hope this piece will encourage you to think again.

So what exactly is Big Data and why does it exist?

There’s no single Big Data definition but you might think of it as a passive, digital record of our daily activities. When we use a Sat Nav, it’s storing a record of that journey, when we use a smartphone, it’s collecting information on who’s been called, which apps have been used, where photos were taken, and where we’ve been, and when we go online, it’s picking up which websites we’ve visited, how long for, whether we’ve made any purchases and what we’ve searched for. These are just a few examples – just about every activity we do that includes a digital element generates big data.

And it’s called ‘big’ because of the sheer scale of all this capture. A fair estimate on active internet users around the world in January 2021 comes in at 4.66 billion. If you imagine all those billions of people generating hundreds of data points every day just by using the internet, then you get a sense of its vastness.

Big data is very different from the data generated by quantitative or qualitative research. In terms of scale of course, but more fundamentally in its genesis. Big data is being passively collected on the premise that it ‘could be useful’ under the right analytical lens – capture first, think next. On the flipside, market research data capture starts with the end in mind, on the premise that ‘it will be useful’ – think first, capture next.

When thinking about the application of big data in market research, the key word for us is ‘behaviour’. Big ‘behavioural’ data is undeniably valuable in its accurate pin-pointing of the where, when, what, and how of what we do. Yet, despite the prevalence of Big Data, a lot of market research methodologies still rely on participant self-reporting of behaviours even though the results are generally untrue, tainted by forgetfulness and miscalculation. 

As a result, even today, a large chunk of market research analysis and reporting misrepresents what’s happening in consumers’ lives. Clearly, there’s a great opportunity to embrace Big Data and improve our understanding of consumers and the insights we draw.

Harnessing Big Data – a fundamental shift

It does though require a change in attitude (we need to be more open to the idea of using Big Data) and an upgrade of our skills if we’re going to harness Big Data. Fortunately, we already have the core expertise to do this, after all we deal with data every day. We just need to expand our horizons and put our knowledge to the test.  

Big data is only part of the story

But Big Data will only ever be part of the story. Understanding people is at the heart of what we do as market researchers. It always has been and always will. Big Data has the power to be a great addition but it doesn’t provide us with the full story. It can tell us when, how much, how often, and where, but it can only make educated guesses at who, and it can’t tell us why; the motivations, the attitudes, and the beliefs that underpin the behaviours of people today.

For that, we still need to commission qualitative, quantitative, ethnographic or neuroscience research. 

The sweet spot is in fusing Big Data with these forms of consumer research data to produce a more rounded and accurate picture – not only of when, how, and where but also of why and what that means to buyers as people and consumers.

Here at Brandspeak, our consultants have worked with research buyers around the globe on some truly ground-breaking Big Data projects; Google and EA Games to name just two.

Big data is about more than just quantitative research

Although we’re talking data, we shouldn’t forget that data that tracks the behavioural patterns of consumers can also be leveraged by qualitative research too. We might want to call this Little Data instead, but the same benefits apply. 

Indeed, we’re already capturing respondents’ behavioural patterns using mobile research. Examples of behavioural capture we can already deploy through mobile research include:

• Geo-location
• Bar code / QR reading (to capture purchases or retail browsing)
• Photo / video / audio capture (to capture a vast range of activities)

The strategic goal

To sum up, the strategic goal of researchers using Big Data should be to augment the unique ‘why’ that primary research can offer up with the behavioural accuracy of Big Data to uncover the more accurate, deeper, richer consumer story.

If you’re interested in how we can help you make use of Big Data and would like to know more about how we can help you and your company, or if you would like to talk to us about your Big Data needs, contact us on 0203 8580052 or enquiries@brandspeak.co.uk

Introduction

Many B2B marketers feel that the brand has a relatively small role to play in the B2B space.  This article sets out to challenge that view and explain why B2B branding is every bit as important as its B2C counterpart.

In doing so, it;

• Defines the overall purpose of a brand
• Assesses the relative importance of mental availability in both B2C and B2B environments
• Explores the growing importance of brand purpose to B2B brands
• Identifies how, where, and why the B2B brand comes in to its own 
• Reveals why B2B branding has never been more important 

It’s a 5-minute, must-read article for any B2B marketer or director who still thinks branding is mainly relevant for B2C organisations.

Quick definition of a brand

At its most basic level, the role of the brand is the same for both B2C and B2B organisations.  It enables both to articulate, in a concise and compelling manner, what they are offering (the proposition) and where their offers sit relative to the competition (the positioning).  

B2C and B2B brands also act as templates for shaping the organisation’s personality and its customer experience philosophy.

Once the constituent parts of the B2C or B2B brand have been defined, it can be brought to life via the organisation’s products and services, its marketing communications, and through the way it looks, acts and behaves at the different touch points along the customer journey.

This basic brand role allows both B2C and B2B brands to build awareness, clarity and (potentially) differentiation with regard to what they provide.  

The vital importance of creating mental availability in B2C

In addition to the above, the other basic role of the B2C brand and its advertising is to create mental availability.

In his book Thinking Fast and Slow, Daniel Kahneman explains that because our rational, System 2decision-making capacity is actually very limited, most of our less important, day-to-day decisions are made subconsciously and without deliberation, using System 1 thinking. System 1 thinking is automatic, and tends to be driven by intuition and emotion, rather than reason.

In his book How Brands Grow, Byron Sharp adds to our understanding of the B2C brand’s role, by stating that in order to stand a chance of being selected at the moment of purchase, the brand must also achieve a good level of mental awareness, meaning that it is able to come to mind readily when the consumer is in a buying situation.  

In combination, these two schools of thought highlight one of the most critical functions of the B2C brand and its advertising; to successfully ‘lodge’ that brand in the consumer’s subconscious and create a degree of mental availability that will enable it to come to mind at the right moment.

Examples of B2C brands which have been very successful in delivering emotionally-resonant messages and straplines capable of creating a high degree of mental availability include Persil – Washes Whiter, Apple –Think differently, L’Oréal – Because you’re Worth it, Subway – Eat Fresh and Red Bull gives you Wings.

The reduced importance of mental availability in B2B branding

In the case of B2B brand purchasing, however, things are very different.  

Whereas the System 1 brain may defer to its System 2 counterpart for the majority of its B2C decision-making, it will generally assume responsibility for making B2B purchase decisions itself.   

This is because;

• B2B purchase decisions usually need be made within the context of a budget and a procurement process.  This makes a rational and exhaustive examination of the pros and cons of each supplier’s offer essential  
• A ‘bad’ buying decision on the part of the B2B buyer is likely to viewed poorly by colleagues and superiors, thereby increasing the pressure on the buyer to arrive at the right decision still further
• The buyer will often start with a pre-approved supplier list, meaning the mental availability of each brand on the list is of much less relevance

The role that defines the importance of B2B branding

Instead, the real role of the B2B brand is to showcase the organisation’s credentials during the due diligence process and then ensure that they are upheld during the during the subsequent relationship.  

It’s a role that is growing in significance, as the ‘traditional’ B2B buyer / supplier relationship, built around a few arm’s length, set-piece meetings and a number of ‘courtesy’ phone calls each year, is becoming an anachronism.  

Instead, the need for greater cost-control and continuity of supply has partly been responsible for businesses treating suppliers increasingly like partners, who are rewarded with longer-term contracts, underpinned by minimum service level agreements.  

Nowhere has this trend been more apparent than in the service sector, where B2B relationships tend to be particularly complex.

Because of the extended, ‘always-on’ nature of these more sophisticated B2B relationships, the culture, personality and values of the supplier become as important as its product or service offer.  This, in turn, means the brand – and the way the organisation brings it to life in its relationships with clients – becomes critical.

The real challenge for the B2B organisation is to understand which elements of its brand clients value most and just how they should be brought to life in the way that brand speaks and acts. 

Identifying those elements correctly on behalf of the brand is a job for a competent and commercially aware, B2B market research agency. 

One further role for B2B branding 

A brand facet that is going to become increasingly important to B2B brands is that of brand purpose.  

Definition of brand purpose

A brand’s purpose can be defined as its raison d’être, its reason for being, over and above ‘making a profit’ or ‘driving shareholder value’.  

As human beings become increasingly aware of the social and environmental implications of brand consumption, we are gradually taking steps to clean up our act.  Moreover, we are increasingly expecting the brands that serve us to demonstrate similar levels of accountability.  

B2C brand purpose

B2C brands, in particular, have started to replace self-serving vision and mission statements with more tangible brand purpose strategies.

Unilever is an example of an organisation that has been doing this in a meaningful way for many years.  The company launched its Sustainable Living Plan (USLP) in 2010, when it set out to prove that sustainability and successful business performance could coexist.  

Since that time the business has been working hard to reduce its environmental footprint and increase its positive social impact across the globe – to great effect.

Patagonia is another example of a brand that is really living its brand purpose, which is to; 

To build the best product, cause no unnecessary harm, use business to inspire and implement solutions to the environmental crisis.

The company actively delivers on this brand purpose statement in numerous ways, including; 

• Switching to 100% organically grown and ethically sourced cotton
• Undertaking environmental educational events
• Supporting of grassroots environmental efforts
• Reducing corporate waste and pollution

A final B2C example is the Dove brand; 

Discovering the value of ‘real’ beauty and improving self-esteem worldwide

Dove is another brand that is talking the talk.  It uses its advertising to challenge stereo-typical views of beauty in a way that is confrontational, and by doing so it forces consumers to challenge their own pre-conceptions. 

The brand has also created numerous campaigns designed to help women boost their self-esteem.

In addition, Dove has partnered with Getty Images to build a photo library of over 11,000 images of individuals who identify as female or non-binary.  The initiative is known as Project #ShowUs and the images are available to media companies and advertisers to use in their campaigns.  So far, over 3,000 of the images have been licenced.  

To-date, brand purpose has generally provided yet another reason for consumers to identify with the B2C brands they buy.  In the future, as the world’s social and environmental problems continue to grow, a meaningful brand purpose is increasingly likely to become pre-requisite for purchase.   

Brand purpose – the next B2B branding battleground

Right now, good examples of B2B brand purpose statements are actually hard to find, largely because B2B brand responsibility isn’t a buy / don’t buy issue in B2B to the same extent as it is in B2C……. yet.

However, just as it has become a significant component of B2B branding, we fully expect it to do the same in the B2B space.

The challenge for B2B brands will be to find the right brand purpose to align with – one that makes sense within the context of its business activities and is also of real importance to its customers.  

Brand purpose is likely to be the next B2B brand battleground and it’s coming sooner rather than later.

Conclusion

The fundamental roles of B2C and B2B brands are very different and, as a result, applying B2C brand thinking to B2B branding will not work.  

Changes in the way B2B business is conducted mean that the significance of the B2B brand will continue to grow.

Brandspeak

If you need help developing your B2B brand please contact us on 02038580052 or at enquiries@brandspeak.co.uk 

Introduction

Why conduct market research? Because in today’s congested market it’s never been more important to find and maintain your brand’s competitive edge.

In this 5 minute article you will learn about the different types of market research that are available to you and how they should be deployed for brand success.

Its a must-read for any brand owner who is thinking of conducting market research for the first time.

What is market research

Market research provides the insight used by organisations to inform strategic and tactical decision-making, usually with the aim of maximising brand growth and profitability.

When is market research conducted?

Most market research companies find that the majority of the research they conduct on behalf of clients is devoted to either helping launch new products and services or managing and growing those already in-market.

Market research for new brand launches

With regard to the development and launch of new products, it’s surprising just how many companies – even large ones – will go ahead and launch without a sufficiently detailed understanding of the marketplace, comprising;

• Competitors; their brands, products, positioning and propositions, key features, benefits, sales volumes and prices
• Consumers; their underlying needs, expectations and behaviours, their brand and product preferences, their rate of product consumption, their customer experience requirements, their price expectations

Appropriate research during the stages of product and brand development can identify;

• The optimal brand configuration; its positioning, purpose and essence
• The product’s most compelling specification; its proposition, features and benefits
• Target customer; the customer segment(s) with (partially) unfulfilled needs and expectations
• Sales volume and price points
• Marketing communications; to hierarchy of messages most capable of driving initial brand awareness and adoption

Given that so many new products are developed and launched based on incomplete insight, it is perhaps no wonder that new product and service failure rates are as high as 95%. 

Market research for brands already in market

For products and services already in-market, the role of research is to generate the insight required to manage them profitably.  

This can mean;

• Helping to optimise marketing and communications campaigns, and then measure their impact
• Monitoring the customer experience provided at the different touch points and channels, so that any issues causing customer inertia can be identified and addressed
• Helping to identify and develop the range extensions that will enable the brand to consolidate and expand its footprint
• Tracking key brand performance indicators; including awareness, recall, purchase andsatisfaction 

Which different types of market research are conducted?

The research industry commonly refers to primary versus secondary research.  

The former covers any form of research that is generated from scratch.  This may be either qualitative or quantitative in nature, and it includes neuroscience or customer experience too.  

Secondary research refers to the analysis of market research that has already been conducted and published.  It again covers the 4 different approaches outlined above. 

Below we review each of the different types in a little more detail;

1. Secondary or desk research

These terms apply to the analysis of market research reports that that are available either on a free or paid-for basis.

Free research is typically found on websites and in (trade) magazines, journals, published reports and previously commissioned client research. The British Library (which also has some subscriptions to paid research sources) also provides access to a wealth of published research material.   

Secondary research can be highly cost-effective, but the information that is available is often piecemeal and lacking in relevant detail.   This can require the researcher to either make educated guesses to fill in the gaps, or commission further, bespoke research.

For any organisation commissioning secondary research, it is important to note that the market research agency you are commissioning will probably not even know what information is available to be discovered, until they have started the project.  There is, therefore, a leap of faith required by both parties!

2. Primary research

Primary research is the term used to describe any form of research that is generated from scratch.  It comprises four main types;

a) Quantitative research 

This involves the recruitment of a statistically significant number of people, to answer a variety of closed and open questions, often in the form of a research survey that may be conducted. It can be conducted online, by mail, by phone or face-to-face.

Online. This is by far the most common, rapid and cost-effective method of quantitative data collection, at scale, across different geographic locations.  

A B2C survey may comprise just one question, or it may comprise over 100.  Typically, though, consumer surveys tend to be no more than 15-20 minutes in length – long enough to ask maybe 30-40 questions. 

The majority of those questions are likely to be ‘closed’ – meaning that the possible answers are shown alongside the question, and the ‘right’ answer simply needs to be selected. 

A small number of ‘open’ questions may also be included.  These are questions for which no answer options are provided, and the respondent (the person taking part in the research) must write a freeform response. 

Response rates are generally very low (anything from 1% upwards), unless the subject is one of significant interest to the target audience, so large sample sizes are generally required.

Mail. Mail surveys enable researchers to target specific geographic areas that can be defined by postcode.  As such, they are very precise and enable the sort of geographic saturation that online surveys cannot.  

Surveys of this nature increasingly tend to be restricted to ‘local’ issues. 

Phone surveys. This so-called CATI (Computer Aided Telephone Interview) approach is great for conducting surveys when the available sample is too small for an online approach, and a high response rate is required.  This is because response rates for phone surveys can exceed 50%.  

Phone surveys are often used in B2B research, where available sample is typically smaller.  

Face-to-face.  Also called in-person surveys, these are most usually conducted with passers-by in the street.  However, face-to-face surveys can also be conducted in the form of ‘hall tests’ where passers-by are invited into a nearby venue – or hall – to evaluate new products, after which they complete a short questionnaire.  

Face-to-face surveys are the most expensive option, with a single interviewer perhaps completing less than 10 interviews per shift.

b) Qualitative research

Qualitative research is typically discussion-based (it can also involve observation), exploratory research, the purpose of which is to identify meaningful insights where either none – or only some – currently exist. 

The insights that are generated may be quantified afterwards.  

For example, qual research is often undertaken as the first step when identifying a brand’s target audience(s) as well as the differentiating, attitudinal and / or behavioural criteria that may be used as the basis of a customer segmentation model.

Qualitative market research is most frequently used in; 

• Segmentation development
• Brand development 
• New product development
• Advertising and communications development
• Packaging development
• Customer experience development

With as much as 95% of our decision-making in relation to everyday brands being undertaken at the sub-conscious level, qual research provides the means of accessing the subconscious, System 1 criteria that are so frequently responsible for brand choice.

Qualitative research is also essential for developing brand archetypes that are capable of creating an intuitive, emotional bond with consumers (think Apple or Virgin), who are able to use them as a means of self-expression. 

Qualitative research can be conducted in person, online or by phone.  In the case of in-person, the main formats are focus groups and depth interviews.  

In the case of online, these same two formats apply, as well as bulletin boards and communities.

Focus groups

This format is most frequently used in B2C research. Focus groups typically comprise 4-8 respondents and last for 1-2 hours.  During the time the moderator uses a discussion guide to pose a series of pre-determined questions but also has the flexibility to pursue other issues and topics as they occur.

Projective techniques are often used during the sessions, as a means of uncovering subconscious thoughts and feelings. 

Depth interviews

These sessions are similar in format to focus groups but are run with just one or two (in the case of paired depth) respondents.

Depth interviews are commonly used when sensitive issues are going to be discussed and as a result, they are common in B2B research as they are in B2C.

Observation

Observation is another form of qualitative research.  When asking respondents to explain how they perform a certain detailed task (e.g. undertaking the weekly shopping or searching online for a holiday) their recall is likely to both partial and faulty.

Instead, therefore, moderators can observe consumers actually undertaking the task in question, either in silence, or prompting with relevant questions during the process. 

Conclusion

B2C and B2B brand success is harder than ever to achieve in today’s ultra-competitive and noisy marketplace.  As a result, the brands that do succeed are those that make fewest mistakes, whilst also identifying the sources of competitive advantage that others have missed.

Market research has never been more important in helping to shape and monitor brand strategy.

Ask Brandspeak

Brandspeak is a London-based market research agency which offers a full range of research types, including qualitative, quantitative, neuroscience and customer experience.  For more information about our services call us on +44 (0)203858 0052 or contact us enquiries@brandspeak.co.uk