Devoted to how insight is developed, shared and acted on

Share this article :

Other articles you may be interested in:

Are Client Functions Fighting For Their Life?

A fascinating article by Michael Harvey in the current issue of ‘Market Leader’ explores the threats to client insight functions posed by the recession. If you can, get hold of a copy of Market Leader to read the full article for yourself. For those who can’t, here is a quick overview:

He uses a football analogy to demonstrate how insight teams now need to be midfield players, passing the right balls to strikers so that they can score goals. He points out that traditional researchers played a valuable but reactive goal keeper role, and were not really up front and involved in winning the game.
 
Harvey recalls how insight functions have gradually been established in client companies over the past decade. Client insight planners need to be versatile, with both qualitative and quantitative skills. However, there is a risk that the economic downturn will cause some companies to view them as an unnecessary indulgence.
 
Making a difference
Currently, client insight functions vary considerably - from traditional research departments that have just been rebranded through to those people who have genuinely changed their roles.
 
Harvey’s company, Diageo plc, recognised the need to ensure that insights are connected to commercial success and that they inspire big creative marketing ideas that will help to grow the brand. Harvey believes that the companies that will grow stronger despite the recession are those that realise that consumer insights become even more important during a downturn.
 
Fast knowledge
This realisation also includes a recognition that the insight function needs to adapt to the new environment – and needs to work to a shorter timescale. Diageo’s response to this need was to ask its consumer planning team to lead a new ‘fast knowledge’ programme. This aims to gain a rapid understanding of the effects of the recession on its consumers and then links this information to the company’s strategies and activities.
 
Because the economic situation has been changing so quickly, there has been little time for standard research. Diageo has therefore focused on aspects such as: 
  • Observing consumer behaviour and asking questions at the end of focus groups
  • Relying on judgement rather than waiting for research results
  • Working alongside sales teams to interview retailers
  • Tapping the collective knowledge of its agency planners
  • Trawling the Internet and other sources for ‘fast knowledge’
One example from the UK involved a ‘Pub of the Month’ programme. This entailed visits to successful pubs to try and ascertain why they have continued to perform well during the recession, and to capitalise on these insights. This is just one way in which the company encourages its consumer planners to take every possible opportunity to identify implications that can be acted upon quickly.

Harvey concludes by suggesting that any insight function that had a positive impact on the quality of a company’s marketing ideas during the good times will be needed more than ever during more difficult times. Ultimately, any effective insight should also be connected to commercial success.

Leave a comment on this article Your Name:
Your Email:
Your Message: