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Research methods
We are experts in qualitative and quantitative approaches. These are the methods we use most often, and when each one fits.
Explore
Qualitative approaches that generate ideas and hypotheses.
01
Ideation & concept development
The general process of generating and exchanging ideas as part of the marketing process. A concept goes well beyond the statement of an idea: it must communicate a compelling end-benefit, or a solution to a problem, in language that a consumer can understand, internalize, and relate to emotionally.
When to use it. Sessions are typically conducted among small groups and can last from a few hours to a few days, depending on the category, the decision-makers, and the opportunity costs of the issue at hand.
02
In-depth interviews
One-to-one interviews between respondent and moderator that generate highly detailed, qualitative (non-projectable) feedback.
When to use it. When a topic needs to be explored in great depth, or when focus groups are neither appropriate nor practical: sensitive subjects, purchase decision-making, and professionals such as physicians, pharmacists, and attorneys.
Strengths. A fast, direct feedback tool for obtaining consumer insights.
Limits. Expensive on a per-interview basis and time-consuming, with a strong tendency to run with preliminary findings and bypass subsequent quantitative stages.
03
Focus groups
Group discussions that use the dynamics of interaction to generate qualitative (non-projectable) feedback, and to develop hypotheses for subsequent quantitative confirmation.
When to use it. To explore attitudes, motivations, and buying behaviors; to obtain preliminary reactions to new ideas, positionings, advertising, formulations, or packaging; and to develop consumer language for ideas that will then be quantitatively tested.
Strengths. Fast, direct feedback in a highly adaptable format, and an excellent vehicle for hypothesis development.
Limits. A very strong tendency to run with the findings, especially when they are positive, and bypass quantitative verification.
Screen and test
Quantitative tools that evaluate ideas, products, and advertising.
04
Concept screening
Research designs that reduce a large number of ideas (20 or more) to a group worth pursuing versus those that should be rejected, using traditional measures such as purchase interest or volumetric projection.
When to use it. After a segmentation or strategic study has identified new opportunities, after exploratory qualitative research reveals a consumer need, or after ideation sessions.
Strengths. A fast, efficient screening tool, with the ability to establish norms over time.
Limits. Harder to identify winners from losers unless numerical benchmarks are established, and less appropriate for products that depend on mood or tonality.
05
Concept testing
A quantitative tool that evaluates and diagnoses, in detail, the performance of fully developed ideas, with each respondent typically seeing a single concept.
When to use it. After concept screening has identified a set of appealing ideas, or after qualitative research has been used to develop them further.
Strengths. A comprehensive assessment of fully developed ideas before large capital outlays for product development.
Limits. Interpretation may be difficult without controls or norms.
06
Product testing
Consumer studies designed to evaluate and diagnose product performance, either one product at a time (monadic) or by comparison.
When to use it. After concept work has identified a winning idea, after R&D has produced a candidate, to assess reactions to product variations, or for competitive claims purposes.
Strengths. Monadic tests give the purest assessment of product performance; comparison tests are a cost- and sample-efficient way to screen multiple products.
Limits. Monadic tests are more costly and need control products or norms; comparison tests give limited diagnostics.
07
Copy testing
Research that evaluates and diagnoses the communication power of an advertisement, whether broadcast, print, or streamed online.
When to use it. After a strategic or positioning study has fed copy development, after qualitative research in the creative development process, or when tracking shows the current campaign is no longer building awareness or image.
Strengths. Critical consumer feedback on whether copy is in sync with the intended marketing strategy, with normative databases available.
Limits. Norms require a more rigid survey instrument, and one test cannot assess the impact of an entire campaign.
Track and plan
Ongoing and strategic studies that give a broad view of brands and markets.
08
Tracking studies
Ongoing survey research that collects key measures of brand health for new or established brands, conducted in waves or continuously.
When to use it. To monitor a brand and its competitors, from new brands in small test markets to established brands with national distribution, often alongside sales and media spending data.
Strengths. A measure of brand health that is a leading indicator of future in-market results.
Limits. Costly, and measures may not be detailed enough to diagnose subtle problems.
09
Strategic research
Market studies, awareness and usage studies, habits and practices studies, and segmentation studies that give a broad view of brands and categories for planning, positioning, and product development. Also known as whitespace research.
When to use it. Every two to three years as market conditions change, or whenever there is a need for new category knowledge. Segments can be linked to third-party codes to shape digital targeting and media buying decisions.
Strengths. A broad, comprehensive view of the market from the consumer’s perspective, with the ability to set strategic direction and identify new product opportunities.
Limits. Expensive and time-consuming; if the scope is too broad, it can fall short on actionability.
The specifics of a category, and the information needs of management, must ultimately dictate the approach.
These are general guidelines. We utilize the methodologies best suited to you.