Strategic Research

Most marketing research tests are focused on a specific set of issues (i.e., reactions to a concept or product). However, a broad view of brands and categories is often needed for planning, positioning, and product development purposes. Market studies, awareness and usage ('A&U') studies, habits and practices studies, and segmentation studies are conducted by Surveys & Forecasts for its clients to obtain a broad market perspective.

• Habits and practices studies focus on functional performance needs, understanding basic usage situations/occasions, and purchasing behavior.
• A&Us address brand-level marketing and positioning issues, such as awareness, purchasing behavior, usage occasions, selection criteria, and brand performance ratings.
• Segmentation studies attempt to identify unique market segments that differ in terms of brand usage and demographics. Segmentation studies include elements of A&Us and habits and practices studies, but are further distinguished by in-depth attitudinal, psychographic, and personality measures, and the inclusion of extensive brand image exercises.

When Used

Because strategic studies are often large, high-ticket items, they tend to be conducted infrequently (e.g., every 2-3 years) as market conditions change, or whenever there is a need for new category knowledge.

Stimuli

Any stimuli used in strategic studies are extensions of the questionnaire. These include the use of brand photos for similarity sorting, attribute statement cards, attitudinal/psychographic statement cards, and self-administered questionnaires. In more comprehensive studies, take-home diaries may also be used to complement other data.

Strategic Study Designs

Strategic studies can be conducted either in-person or via the mail. However, interview length (i.e., an hour or more) precludes doing these studies over the telephone. In-person interviewing, either conducted door-to-door or at a mall facility, is optimal because various stimuli can be used to make the interview less repetitive.

There is no set formula for the design of a strategic study because they are category-specific. Items can include, but are not limited to:

• Awareness, trial, purchasing, and frequency of use
• Frequency of purchasing, outlets shopped, promotion sensitivity
• Household inventory, size, form, quantity
• Usage occasions, situations, HH members using
• Brand substitution/similarity sorting
• Attribute/benefit importance ratings
• Brand attribute/benefit delivery
• Brand image/personality
• Attitudinal self-descriptors
• Media habits, technology use
• Classification and demographics

Analytical needs must be considered in the design process. The use of multivariate statistical techniques is common with large strategic studies. Common techniques include attitudinal segmentation (cluster analysis), factor analysis, hierarchical clustering, regression, and derived importance analyses. As such, the study design must be sensitive to the needs of these different statistical procedures.

Sample Frame

Sample size is typically large (minimally 1,000), comprised of random, representative samples of category users (e.g., blade shavers), and usually total US in scope. In addition, boosts to read specific sub-samples are also made (e.g., age groups, geographical regions, brand users, etc.). Larger ingoing sample sizes are necessitated because of the extensive profiling work that is conducted, and the use of multivariate tools.

Pros & Cons

Pros: Broad, comprehensive view of the market from the consumer's perspective; develop deep understanding of a category, or a brand's market position; ability to set strategic direction and identify new product opportunities.

Cons: Expensive; time-consuming; may be driven by unclear information needs; if scope is too broad, can fall short on actionability.

Timing

Cycle time from field start to results can range from 6-12 weeks or more. Stimulus preparation (e.g., product pickup, brand photos) can add to this timeline as well.

Subsequent Steps

(Re)positioning work, copy development, or new product development work may be indicated after a strategic study is analyzed – most typically A&Us and segmentation studies.

Concept Screening

Concept screening tests are research designs that reduce (i.e., screen) a large number of conceptual ideas (e.g., 15, 20, or more) into a group worth pursuing vs. those that should be rejected. Ideas may be screened using traditional measures (i.e., purchase interest), or through volumetric projection analysis.

When Used

Surveys & Forecasts typically conducts concept screening after (1) a segmentation or strategic market study has identified new marketing opportunities; (2) exploratory qualitative research that reveals a consumer need; or (3) group ideation or brainstorming sessions. However, concept screening can be conducted at any time there are enough ideas to test that are felt to be judgmentally viable.

Stimuli

Because the objective in concept screening is to identify winning ideas from a large pool of candidates, the screening process and concept format must be efficient. Unlike traditional concept tests, screening designs expose multiple concepts to each respondent. The number of ideas exposed varies based on the number to be tested. Concepts can represent new ideas, flankers, or line extensions, or new uses and repositionings of existing products. Mechanically, concepts for screening tests are more basic than those used in traditional concept research. Specifically:

• Concepts are brief (e.g., 3-4 sentences), and factually state the problem, usage situation, or need, and then how the product meets the need or solves the problem.
• Versus traditional concepts, the state-of-finish for concepts used in screening is low. The amount of detail varies, depending on the type of ideas or the category they are in. Concepts may or may not be branded, or include a basic visual (e.g., B&W line drawing), price, quantity/size, or packaging information.

Concept Screening Designs

The two common designs are "pure" vs. "diagnostic" screening. Pure screening is strictly evaluative (i.e., no diagnostics). It is typically used when ideas are in very basic form (i.e., a few sentences and low state-of-finish), thus permitting one respondent to see them all. For each respondent, concept exposure is randomized, with each concept rated and ranked on:

• Purchase interest
• Expected frequency of use (rating only)
• Uniqueness
• Believability
• Other measures (in place of the above) may include need
fulfillment, superiority, or degree of relevance.

In diagnostic screening, both evaluative and diagnostic measures are collected. Again, multiple concept exposure occurs, but in randomized groups of 3, 4, or 5, depending upon the total number of concepts (i.e., an incomplete block design is used). Concepts in diagnostic screening tests are in a higher state-of-finish than those used in pure screening. Each concept is rated (not ranked) on:

• Same as above, plus:
• Voluntary positives (e.g., likes, advantages)
• Voluntary negatives (e.g., dislikes, disadvantages)
• Attribute ratings (limited list, usually 5-8 items)
• Optional measures, time permitting (need fulfillment, superiority, etc.)

Sample Frame

In both approaches, a broad, general audience of respondents (e.g., males/females ages 18-65) is typically used. This puts all ideas on an "equal footing", so that decisions about resources can be made without regard to different target definitions. As necessary, the basic sample is supplemented with key subgroups for additional target group precision.

Sample sizes usually range from 150-200 exposures per concept. Note, however, that the total sample size is driven by (1) the number of concepts, (2) the number shown to each respondent, and (3) the desired number of concept exposures. For example, 12 concepts shown 3 at a time to 150 respondents requires a total sample of 600. Study costs depend on screening requirements, the number of concepts, and required number of exposures/final sample size.

Other factors to keep in mind when conducting concept screening:

• All concepts should be created using the same format.
• The inclusion of control concepts in concept screens is highly recommended for benchmarking purposes.
• Consistency in format, screening, geography, and question sequence is important for future historical comparison purposes.

Pros & Cons

Pros: Fast, efficient screening tool, with the ability to establish norms over time.

Cons: Unless numerical benchmarks are established, harder to identify winners from losers. Also, concept screens may be less appropriate for products that depend on mood or tonality (e.g., fragrances), or for products that create entirely new categories (e.g., technology).

Timing

Cycle time (excluding stimuli preparation) from field start to an initial presentation is typically 6-8 weeks, but this will vary based on basic sample needs plus subgroups screening requirements.

Subsequent Steps

Concepts that meet objectives on specific measures (e.g., purchase interest) receive additional resources, and continue to the next stage of development (concept testing). However, it is also possible to take the winning ideas to a round of qualitative research (e.g., focus groups) to better understand consumer reactions, and further develop the ideas.

Concept Testing

Concept testing is quantitative research tool that evaluates and diagnoses, in detail, the performance of fully developed conceptual ideas that have been created to meet consumers' desired end-benefits. Results are also used to identify those features that are most motivating, to provide product development and advertising direction, and to identify groups of consumers for whom the idea holds the greatest appeal.

When Used

Surveys & Forecasts conducts concept testing at any time there are one or more ideas to test, but we typically undertake testing (1) after concept screening has identified a set of appealing ideas in their basic form, or (2) following post-concept screen qualitative research (e.g., focus groups) that was used to further develop the ideas by fully incorporating consumer needs and language.

Stimuli

The goal of concept testing is to evaluate and diagnose a complete branded idea. Hence, concepts are fully "fleshed out" descriptions of new product ideas. The are typically comprised of: a visual (color photography, or color laser output, of the branded product – usually framed in the top 1/3 of an 8½" X 11" board); a headline (large font that speaks to the end-benefits), body copy (smaller font that speaks to secondary benefits); and, in the bottom 1/3 of the page, quantity, pricing, and relevant usage information. As in concept screening tests, full concepts may represent new ideas, flankers, line extensions, or new uses/repositioning of existing products.

Concept Test Design

Concept tests involve exposing a single concept to a group of respondents, each comprising its own cell. Also known as a "monadic" design (from "monad", meaning alone), this method reflects how consumers would evaluate products in the real world (i.e., based on their accumulated experience). Because both evaluative and diagnostic measures are needed, concept tests cover more measures than concept screens. Measures typically include:

• Purchase interest (and/or use of constant sum scale)
• Open-ended reasons for purchase interest
• Main point communication
• Overall rating (excellent to poor)
• Voluntary positives (e.g., likes, advantages) and negatives (e.g., dislikes, disadvantages)
• Value, uniqueness, superiority, believability, relevance
• Degree of fit with manufacturer’s image
• Expected frequency of use, HH members who might use
• Anticipated purchase frequency, purchase quantity
• Usage occasions/situations would use
• Replacement vs. addition use
• Detailed attribute ratings (e.g., 15-20 items)
• Attitudinal, classification, and demographic questions

Sample Frame

In high incidence categories, a broad, general audience of respondents (e.g., males/females ages 18-65) is often used. However, if products are single sex, or limited to specific age groups (e.g., female razors, or fem-hy products), definitions can be altered to meet specific needs. If multiple target audiences are used (i.e., different by cell), then a numerical "go/no go" target should be set (e.g., based on a norm, or % "Definitely Will Buy" level), as monadic results can be difficult to interpret without them.

Common sample sizes are 150-200 exposures per cell. Study costs depend on the number of concept cells and screening requirements. As with concept screening, other factors to keep in mind for concept tests:

• Concepts should be created using the same format. Consistency in format, screening, geography, and question sequence will also be important for future historical comparisons.
• Plan to either include control concepts, or pre-establish normative hurdles for concept performance.

Pros & Cons

Pros: Comprehensive assessment of fully developed conceptual ideas before large capital outlays for product development.

Cons: Test interpretation may be difficult without controls or norms. Versus concepts used in screens, concepts will better represent products that depend on mood or tonality, but may still fall short.

Timing

Cycle time (excluding stimuli preparation) from field start to an initial presentation is typically 4-6 weeks, but this will vary based on screening requirements.

Subsequent Steps

Subsequent steps include additional concept refinement or positioning research, copy testing, and product testing (with or without the concept).

Product Testing

Product tests are consumer studies designed to evaluate and diagnose product performance. Two precursors of consumer product testing are sensory testing and employee panels, which are noted here solely for reference:

• Sensory Testing: used to assess changes in ingredients, formulae, ergonomics, or composition under controlled laboratory conditions. Sensory tests guide R&D in improving performance, reducing costs, or developing new prototypes.: used to assess changes in ingredients, formulae, ergonomics, or composition under controlled laboratory conditions. Sensory tests guide R&D in improving performance, reducing costs, or developing new prototypes.
• Employee Panels: convenience samples of "captive" respondents, but are not considered to be reliable, and results must be confirmed with external samples.

When Used

Surveys & Forecasts typically performs product tests (1) after concept screening or testing has identified a winning idea; (2) after a product development phase, in which R&D, sensory tests, or employee panels have identified a new product candidate; (3) at any point to assess consumer reactions to product variations (e.g., cost-reduced, improved performance, etc.); or (4) for competitive claims purposes.

Stimuli

The stimuli used in product testing varies widely, depending on the type of test and the number of product variations under consideration. Stimuli can range from conceptual product mockups (which are not handled) to fully functional, branded products that are evaluated in a real-world setting. To assess "pure performance", products are exposed without extensive packaging graphics, branding, pricing, or other identifying information. If brand equity needs to be assessed , then branded information is included. In addition to the product, usage, preparation, or safety instructions are also generally provided.

Product Test Designs

There are two basic types of product tests: monadic tests, and comparison tests. In monadic tests, the respondent is presented with one product, much like a consumer would be in the real world. Conversely, comparison tests involve evaluating two or more products in either a head-to-head or sequential fashion, and are often used as screening studies. Common comparison designs include:

• Sequential monadic designs, where consumers evaluate products in sequential fashion, but are not asked to directly compare them.
• Proto-monadic designs, in which a product is given first and evaluated monadically, then a second product is given and comparison measures are obtained.
• Paired designs such as preference tests between two products, or multiple paired comparison tests if there are more than two.

In monadic designs, measures often include:

• Purchase interest, plus open-ended reasons why
• Overall rating
• Voluntary positives (e.g., likes, advantages) and negatives (e.g., dislikes, disadvantages)
• Value, uniqueness, superiority, believability, relevance
• Expected frequency of use, HH members who used/might use
• Anticipated purchase frequency, purchase quantity
• Usage occasions/situations used
• Replacement vs. addition use
• Product attribute ratings and product directionals
• Classification questions

In comparison designs, many of these same measures take the form of preference questions.

Sample Frame

Unless a new product creates an entirely new category (e.g., when the product is a technological innovation), product tests are conducted among samples of existing category users (e.g., male blade shavers), with augmented samples for key diagnostic groups (e.g., males ages 18-24). Common sample sizes range from 100-200 per cell (or per product, if a comparative design). However, larger sample sizes may be needed to detect small product or ingredient differences.

Pros & Cons

Monadic Product Tests: Pros: The purest assessment of product performance, with extensive diagnostics. Cons: More costly, and test interpretation is more difficult if there are no control products or norms.

Comparative Product Tests: Pros: Cost- and sample-efficient way to screen or compare multiple products. Cons: Limited diagnostics, and relative (vs. real world) performance information.

Timing

Timing will depend on the number of products and screening requirements; excluding product preparation, from field start to an initial presentation is typically 4-6 weeks.

Subsequent Steps

Subsequent steps include concept-product fit testing, controlled store tests, regional test markets, or regional launches.

Sales Forecasting

Sales forecasting studies (a.k.a. "simulated test markets", or STMs) combine inputs gathered from survey research with computer programs that model consumer behavior to predict in-market sales volume. Sales forecasting studies can involve new or established products, flankers, line extensions, or product re-launches.

When Used

Unlike the routine sales projections often made by manufacturing (or sales) for inventory planning purposes, sales forecasting studies are specific pieces of research that are conducted to make critical "go/no go" decisions, such as whether to tool-up a plant. They are usually executed after traditional consumer survey research (e.g., qualitative, concept, product, or positioning studies) has been performed, but prior to a controlled test market or regional/national launch.

Stimuli

The most common stimulus for sales forecasting studies is a concept board, which describes the brand name and finished graphics (for all SKUs), positioning, and pricing. Mechanically, it looks like a board used in a concept test. In addition, because sales forecasting involves comparing product performance to ingoing expectations created by the concept, the final as-marketed product is also needed with finished graphics. Less common are STMs that, in addition to a concept board, use a simulated store with both test and competitive products on-shelf.

Sales Forecasting Designs

Sales forecasts are largely similar to concept-product tests in their basic design. Interviews are conducted in-person, typically in a mall facility. Among those who are neutral-to-positive to the concept, the product is placed for an in-home usage period (usually one week – long enough to allow a respondent to fully experience the product, but not so long as to diminish recall). If there are multiple SKUs to be tested, product is placed based on respondent preference. Respondents are then called back to obtain their reactions to the product, and their likelihood of buying it in the future.

Note also that most sales forecasting systems rely heavily on the use of "norms" – key measures that have been collected in a standardized way across hundreds of tests. As such, the survey itself cannot be highly customized. Questions must be asked in an exact manner, so that the test can be compared to others in the normative database.

Common measures in both the concept and product phases include:

• Purchase intent, or a constant sum measure
• Overall rating, open-ended concept likes and dislikes
• Value, superiority, uniqueness, believability
• Anticipated purchasing frequency and quantity
• Anticipated/actual usage situations, HH members who would/did use
• Replacement (substitution) vs. addition use
• Performance ratings
• Classification and demographics

Inputs for the sales forecasting model include:

• Percent ACV distribution build
• Media spending (GRPs), or direct awareness estimates
• Percent trial, repeat, and ongoing loyalty
• Promotion and trade activity
• Purchase cycle, seasonality
• Proprietary models are used by custom research firms like Surveys & Forecasts.

Sample Frame

Sales forecasting studies are generally conducted among random samples of between 150-300 respondents per cell, with boosts to read diagnostic subgroups of interest as needed. For major brand decisions, greater sampling precision (e.g., samples above 300) may be required for management purposes.

Pros & Cons

Pros: Ability to assess sales potential, with reasonable accuracy, well before significant commitment of company resources; availability of normative benchmarks.

Cons: Expensive and time-consuming; rigid survey format with limited diagnostics; final in-market program often varies from tested concept/product.

Timing

Cycle time from field start to results is typically 8-12 weeks. However, stimulus preparation can extend this timeline.

Subsequent Steps

If the idea fails to meet all action standards, Marketing must go back to the drawing board. More likely, the results will be mixed. In this case, additional diagnostic work may – or may not – fix the problem (e.g., additional qualitative, concept, product, or positioning research).

If the results are positive, next steps will depend on the required capital commitment, and an assessment of how positive the results really are. Conservatively, next steps include either a controlled test market (e.g., IRI's BehaviorScan), or a "live" in-market test. More aggressively, next steps include a regional roll-out (e.g., a sales zone) or a national launch. In these latter cases, tracking studies should follow to monitor in-market performance.

Test Marketing

Test marketing studies are research designs that evaluate complete marketing programs for new or established brands in a "live" retail setting. There are several gradations, and with increasing costs.

• Controlled store tests typically evaluate changes to established brands. Different stores of the same chain, in the same market, are divided into test vs. control groups.
• Matched market tests involve the use of market pairs, which are split into test and control groups.
• Electronic test markets (e.g., BehaviorScan from IRI) provide store distribution services and media delivery (at the household level). Marketers monitor both retail movement and household purchasing via scanner panels to diagnose product performance.
• Live test markets are "mini-launches" in limited geography (e.g., a sales zone). Products are sold-in and advertised in the same manner as a national roll-out.

When Used

Test markets are used as a final confirmatory "go/no go" step before any large scale product introduction occurs, such as a regional or national launch. They necessarily follow extensive concept, product, positioning, and copy testing work, and usually (but not always) follow sales forecasting studies.

Stimuli

Stimuli will vary with the type of test. For controlled store tests, the focus is on changes to an established brand – either formulation, packaging, pricing, or merchandising. In matched market tests, the stimuli can include these variables, as well as variations in finished copy, media weight, or day-part mix. In both electronic test markets and live test markets, all elements of the marketing mix are involved.

Test Market Designs

Controlled store tests use stores from the same chain in the same market (although multiple markets can be used). A matching process creates test/control pairs based on similar store locations, category/brand sales, and prior 12-month sales trends. As an example, a Schick Tracer test could be conducted in Boston area Stop’N Shops, with 10 stores stocking a promotional package, and ten stores stocking the regular package (control group).

Matched market tests are set up as pairs, with pairs matched on criteria such as chain type, category development, competitive share, region, demographics, etc. Markets are also often matched on network and cable penetration, and media spill-in from other markets. In matched market tests (and controlled store tests), the objective is to minimize ingoing variability between test and control groups, and thereby maximize the sensitivity of the test.

Electronic store tests are conducted in specifically designated markets, where retailers and cable TV operators have cooperative arrangements with the research firm. Markets are media-isolated, and do not receive advertising signals from outside the market (i.e., there is little spill-in). Market matching may be used, but the number of available markets is limited to the specifically designated markets. More likely, a household matching procedure will be used to evaluate media delivery (such as a group of households that receive regular media weight, vs. a group that gets twice the weight).

Live test markets generally do not involve specific designs per se. Markets are chosen on the basis of being representative of the ultimate launch geography, those that that meet specific demographic criteria, or those where a key competitor is weak.

Sample Frame

In test marketing, sampling issues deal more with the number of stores or markets than respondents. Sample size decisions are made on different criteria, such as store sales volume or market representativeness. Electronic test marketing firms provide household panel data for their designated test markets. In matched market and live tests, household data may be also be available.

Pros & Cons

Pros: Provides an assessment of complete marketing strategy before regional or national launch decisions are made; time window to adjust strategy, if necessary.

Cons: Expensive; time-consuming; alerts competitors to activity; competitors can actively try to confound the test; the test market environment may not represent national launch conditions.

Timing

Controlled store or matched market tests vary widely in terms of timing. Cycle time from initial product distribution to a preliminary data read is minimally 2-3 months, and can be much longer (6-12 months), depending upon objectives.

Subsequent Steps

Qualitative research (e.g., focus groups), tracking studies, and product/positioning fine tuning, as necessary.

Tracking Research

Tracking research is an ongoing survey research tool that collects basic consumer measures of brand health. Tracking is equally appropriate for new or established brands.

When Used

Surveys & Forecasts conducts tracking studies in a variety of circumstances. These range from monitoring new brands in small test markets, to tracking established brands with national distribution. Most large, nationally distributed consumer packaged good brands routinely use consumer tracking to monitor their brands and those of their competitors. Tracking studies are also used in conjunction with syndicated sales data (e.g., Nielsen or IRI) and media spending data (e.g., LNA/BAR) to paint a more complete picture of brand health and marketplace dynamics.

Stimuli

In general, there are no stimuli for tracking studies (other than the questionnaire) – but there are exceptions. In some fragmented categories, consumers may only be able to distinguish between brands at the aggregate level. If we need to track specific SKUs (e.g., brand awareness for a specific sub-brand), the use of brand photos, and an in-person interview format, may be used.

Tracking Designs

Two basic tracking designs are used: point-in-time, and continuous. Point-in-time studies are conducted as waves, generally quarterly, semi-annually, or annually. Continuous tracking is ongoing, with interviews conducted each week, and then "rolled-up" in much the same way as retail sales data is collected and reported. The choice of one type over another depends upon (1) the rate of new product innovation, (2) category media spending; and (3) category cyclicality. In predictable, cyclical categories, point-in-time tracking is usually more appropriate, while continuous tracking is usually more appropriate in non-cyclical, dynamic categories. Most tracking studies are conducted via telephone, but mail and in-person (and even online) designs are used, with sample and category issues driving the methodology.

Measures typically include:

• Unaided brand and ad awareness
• Aided brand and ad awareness
• Sources of awareness
• Copy recall
• Main point communication
• Ever tried, tried in past six months, past month, most often
• Outlets purchased
• Likes, dislikes
• Attribute ratings
• Classification and demographics

Sample Frame

Tracking samples are generally comprised of a random sample of category users unless, as in the case of a new product, the brand may draw from an unclear or undefined universe. Versus product or concept tests, sample sizes are larger because of the need for greater test sensitivity, as well as to have adequate bases for subgroup or regional analysis. Common per-wave sample sizes may be from 300-500 respondents.

Pros & Cons

Pros: Measure of brand health that is a leading indicator of future in-market results.

Cons: Costly; measures may not be detailed enough to diagnose subtle problems.

Timing

Given typical sample sizes (N=400 per wave), cycle time from field start to results is typically 4-6 weeks.

Subsequent Steps

Tracking is an ongoing program, so there is often no pre- or post-step per se. If tracking data indicates problems, it may be followed by copy initiatives/copy testing, positioning studies, media weight tests, pricing research, sales analysis, or qualitative research (e.g., focus groups among trier-rejecters, aware non-triers, etc.).

Copy Research

Copy testing and/or advertising research is a general class of tests that evaluate and diagnose the communication power of an advertisement – either broadcast (television, radio), print (newspapers, magazines), or more recently, the Internet. and/or advertising research is a general class of tests that evaluate and diagnose the communication power of an advertisement – either broadcast (television, radio), print (newspapers, magazines), or more recently, the Internet.

When Used

Copy tests are an integral part of the creative development process, and (of necessity) always follow the development of one or more advertising alternatives. These alternatives attempt to embody an advertising strategy that has been identified through previous phases of research. Copy tests are usually conducted (1) after a strategic/positioning study indicated an opportunity for the brand that, in turn, feed copy development; (2) after qualitative research (focus groups, in-depths) has been used in the creative development process; or (3) after tracking research has indicated that the current campaign is no longer building awareness or image. Practically speaking, copy tests can be conducted at any time there is new advertising that needs to be evaluated.

Stimuli

The single biggest category of copy testing is for TV, where the stimuli are usually 30- or 60- second spots. In diagnostic tests, the state-of-finish can be "animatic" (hand-drawn, still animation with voiceovers), "photomatic" (with still, stock photos), "steal-o-matic" (live sound and motion, but stock footage), or "rough cuts" (agency footage before editing or cleanup). For final on-air testing, only finished (ready-to-air) executions are used. Similar, but fewer, alterantives are used in radio or print.

Copy Test Designs

There are two basic copy testing approaches for TV – off-air, and on-air. Off-air tests focus on whether the copy effectively communicated its intended strategy, and provides more diagnostic information on specific copy elements than on-air tests. Off-air approaches are "forced exposure" tests (usually in a mall or theater environment), in which respondents view a clutter reel of competitive ads, with the test ad in the middle. Because a lower state-of-finish is acceptable, off-air stimuli are less costly, and these tests are more often used at an earlier stage of the copy development process.

On-air tests are executed on an unused cable TV channel among people who have been recruited to view a fictitious ½-hour pilot TV show. Respondents see ads for other categories, but see only one test ad. On-air tests excel at evaluating copy performance in a real-world setting, and whether the advertisement "broke through" (i.e., was recalled).

Similar off-air approaches are used for radio testing (no "on-air" versions exist). Print testing usually involves placement of the test ad in a mocked-up version of a national magazine, or can also involve eye-tracking to determine which elements were seen while reading the ad.

Many companies have specialized systems for copy testing. The advantage of using specialized companies is their normative databases, often spanning years of tests in many categories.

Measures typically include:

• Recall of ad ('day after recall' or DAR)
• Main point communication
• Proven recall (correct playback of copy elements)
• Total copy and situational/visual playback
• Purchase intent, or a pre-post persuasion score
• Brand likes, dislikes
• Imagery/personality ratings
• Attribute/brand performance ratings
• Classification and demographics

Sample Frame

Copy tests are generally comprised of targeted samples of 150-200 respondents per cell, with boosts to read diagnostic subgroups of interest as needed.

Pros & Cons

Pros: Critical consumer feedback on whether the copy is "in sync" with intended overall marketing strategy; availability of normative database; expertise of copy testing companies.

Cons: Use of norms requires a rigid survey instrument; norms can overshadow other factors (i.e., a below-norm ad that may increase use-up); in some categories, rough testing may not capture the full tonality/mood of the execution; one cannot assess the cumulative impact of an entire campaign with a single test.

Timing

Cycle time from field start to results is typically 4-6 weeks, varying with screening requirements.

Subsequent Steps

Tracking studies to monitor in-market performance of brand on both product performance and brand image, and/or qualitative research (e.g., focus groups) to assess problems in the marketplace after a campaign has launched (e.g., among trier-rejecters).

In-Depth Interviews

In-depth interviews ("in-depths" or "one-on-ones") are a special type of qualitative research, and are an outgrowth of techniques used in clinical psychology.

In-depths are conducted using a one-to-one (respondent-moderator) format, and thus generate highly detailed, qualitative (i.e., non-projectable) feedback. ("in-depths", or "one-on-ones") are a special type of qualitative research, and are an outgrowth of techniques used in clinical psychology. In-depths are conducted using a one-to-one (respondent-moderator) format, and thus generate highly detailed, qualitative (i.e., non-projectable) feedback.

When Used

Surveys & Forecasts uses in-depths at any point in the marketing process when a particular topic (1) needs to be explored in great depth or detail, or (2) in situations when focus groups are neither appropriate nor practical for the audience of interest. In general, they may be used for the same purposes as focus groups. Most often, they are used to develop a detailed look at consumer attitudes, motivations, and buying behaviors. For example, they are often used in areas of personal hygiene, or among sufferers of an embarrassing condition, who may withdraw in a focus group setting. They are valuable in understanding the purchase decision-making process, as well as purchase influence (e.g., husband-wife "dyads", or family "triads"). They are commonly used with physicians, pharmacists, attorneys, or direct competitors, since focus groups among these types of professionals often create a self-conscious, posturing environment. The in-depth format eliminates these distractions, letting respondents focus on the issues at-hand.

Materials & Stimuli

Like focus groups, the primary stimulus for in-depths is the moderator's guide. However, the discussion guide is often much more detailed and specific, with lines of questioning that might be glossed over in a focus group. In some cases, it may contain a specific question-answer format, but more typically will follow a choreographed sequence of discussion areas. As in focus groups, the guide reflects input from both moderator and client (MRD, Marketing, agency researchers, external consultants, etc.). And, while the same types of stimuli used in focus groups can be used with in-depths, the following also apply:

• With consumers, there is a heavy reliance on psychological, motivational, and projective techniques to help 'peel back' the layers of an issue, and to get past initial consumer resistance.
• Medical, pharmaceutical, or other technical information may need to be presented in great detail, such as with specific modes of action, indications/contraindications, uses, dosing, or administration information.
• Depending on the category, moderators may be specialized (or trained in the specific area of interest), as the in-depth discussions can become highly technical.

In-Depth Interview Types

In-depth interviews consist two types: full in-depths, and mini-depths. The primary distinction between the two is length: in-depths last 1½ hours, while mini-depths last 45 minutes to an hour. In-depths are better-suited for discussions that require a highly detailed exploration of an issue, while mini-depths are better-suited to less technical topics. In most situations requiring an in-depth technique, mini-depths are preferred over full in-depths for cost and efficiency reasons.

In-depth interviews often take place at a focus group facility, but in-depth interviews can take place anywhere that respondents are (for example, at medical conferences in a hotel suite). In-depths are usually, but not always, audiotaped or videotaped. Written transcripts of in-depths are commonly provided (more so than for focus groups) given the richness of verbatim responses, and a better ability to follow lines of questioning.

Practical Tips

The same guidelines for focus groups apply to in-depths. In addition, do at least 10 one-on-ones with the same audience and same sequence of questions to provide a starting point for hypothesis development. Also, conducting one-on-ones in at least two geographically-dispersed cities is recommended.

Pros & Cons

Pros: Are a fast, direct feedback tool for obtaining consumer insights.

Cons: Expensive on a per-interview basis; time-consuming; as with focus groups, there is a very strong tendency to run with preliminary findings, and bypass subsequent quantitative stages.

Timing

Cycle time (excluding stimuli preparation) from field start to an initial presentation is typically 3-4 weeks, although this varies with the number of interviews, screening requirements, facility availability, etc.

Subsequent Steps

Additional qualitative research may be indicated. Otherwise, in-depths are usually followed by quantitative evaluation (concept screening, concept testing, copy testing, product testing, or strategic research).

Focus Groups

Focus groups are perhaps the single, best-known marketing research technique. They use the dynamics of group interaction to generate qualitative (i.e., non-projectable) feedback on marketing-related issues, and to develop hypotheses for subsequent quantitative confirmation.

When Used

S&F routinely uses focus groups at multiple points in the marketing process among many different types of audiences. They are most typically used to (1) explore consumer attitudes, motivations, and buying behaviors for new or established products; (2) obtain preliminary reactions to new ideas, product (re)positionings, advertising, product (re)formulations, or packaging prior to additional screening or development work; (3) develop consumer language for ideas that will then be quantitatively tested; (4) internally generate ("brainstorm") new ideas about a product or process issue; or (5) develop hypotheses about any other marketing issue.

Materials & Stimuli

Often, the primary stimulus for focus groups is something that participants never see – the moderator’s guide. The moderator’s guide is a "road map" in outline form that is used for the group discussion. It is not a question-answer document, but rather a flowchart for discussion areas. The exact sequence of topics often varies, depending on the purpose of the research. The guide typically reflects input from both moderator and client (usually MRD and Marketing, but often includes feedback from others, such as agency researchers or external consultants).

• For positioning and concept development, typically-used stimuli include benefit statements, "white card" concepts (with or without line drawings), or full concept boards (color visuals, headline, and body copy).
• When obtaining reactions to proposed advertising, the stimuli may include rough print ads, storyboards, animatics, "steal-o-matics", or fully-produced print or on-air executions.
• In product development work, stimuli may include variations of a formula, product mock-ups, or R&D proto-types. Similar gradations of stimuli are used on packaging issues.

Focus Group Types

Focus groups can be broken down into two basic types: full groups, and mini-groups. Full groups consist of 8-10 respondents plus moderator, and last two hours. Full groups are well-suited for discussions that require extensive exploration of issues, that require input from many different perspectives, or when there are numerous stimuli to expose. In full groups, the relatively large number of respondents requires that the moderator be particularly skilled at managing many different personalities/points of view, and the ability to play respondents off against each other.

As the name implies, mini-groups are a scaled-back version of full groups, typically consisting of 4-6 respondents, plus moderator. They are also shorter, lasting 1-1½ hours in length. Versus full groups, mini-groups are well-suited to topics that require more individualized lines of questioning (e.g., understanding motivations), for sensitive topics (e.g., personal hygiene), or when it is difficult to get respondents of the same type in a room together (e.g., industrial buyers).

Focus group (and mini-group) facilities have two adjoining rooms: a room where the group discussion takes place, and a viewing room. The viewing room is where the observers sit, typically in a tiered row arrangement, behind a one-way mirror. Focus group participants cannot see you, but you can see them. Groups are always audiotaped, and are increasingly videotaped. Written transcripts of groups can also be made available if needs dictate (e.g., verbatim responses to specific questions areas, such as in copy development).

Common Focus Group Techniques

• Pen and paper exercises, used to obtain initial reactions to questions or stimuli without the initial biasing effects of other respondents’ remarks.
• Associative/projective techniques to explore product imagery, by linking the product to people, places, or experiences (i.e., if this product were a car, what would it be?)
• Benefit linkage, in which respondents are asked to link their initially perceived "rational" benefits with the true emotional or psychological benefits.
• "What if" or "mental excursion" exercises, typically used in brainstorming sessions, to push the group discussion outside traditional lines of thinking.

Practical Tips

Here are some simple tips for getting the most out of focus groups:

• Do at least two groups with the same audience to provide a starting point for hypothesis development. Also, consider conducting groups in at least two geographically-dispersed cities.
• Listen for patterns of response rather than specific one-time comments. Remember that focus groups are not projectable or representative of the market as a whole. They are simply a tool to develop hypotheses about marketplace dynamics.

Pros & Cons

Pros: Are a fast, direct feedback tool in a highly adaptable format. They are excellent vehicles for hypothesis development, and for getting upper management involved in the research process.

Cons: There is a very strong tendency to run with focus group findings, (especially when they are positive) and bypass subsequent quantitative verification.

Timing

Cycle time (excluding stimuli preparation) from field start to an initial presentation is typically 3-4 weeks, although this varies depending upon the number of groups, screening requirements, facility availability, etc.

Subsequent Steps

Quantitative evaluation (concept screening/testing, copy testing, product testing, or strategic research).