COVID-19

Research re-emergence (a moving feast)

As the Government begins to ease us out of the lockdown, we’re getting a fair few enquires about what brands can and can’t do in terms of research.

Pandemic considerations

As well as working on a number of online research projects through the pandemic, we’ve been listening to and contributing to different debates in the research sector and there are a few clear themes:

  1. The pandemic is not having an adverse effect on recruitment quality (assuming you plan with care)
  2. Yes, people have time on their hands, but there are no real issues with a rise in non-representative or ‘hobby’ participants
  3. Quality of responses remains high (there was a fear that we would get people taking part to fill their time – turns out time is precious even during lockdown)
  4. Face to face has stopped temporarily and will likely be slow to start up.

Research approaches
A number of enquiries worry that Online Qualitative research is just a ‘Poor Man’s’ version of face-to-face. As with most things in life, balance is required: there are clear similarities online research needs to be seen as an additional yet slightly different tool in our armoury for understanding people’s behaviours and attitudes.

Face-to-face Groups (also Connections / Mini Groups and so on)
There are two factors often overlooked in ’traditional’ face-to-face qualitative research which underline its real value.

Firstly, humans are a social species and Groups give the opportunity to observe social interaction – bear in mind, copying behaviour is enormously important in people’s lives and therefore understanding where there is agreement, dissonance and influence effects that change views, is incredibly valuable.

Secondly, and related to this, as we begin to understand more about the non-conscious pre-eminence (System 1) in our behaviour, so Groups give us the opportunity to study non-verbal behaviour and interaction as well as visual ‘ evealers’ of beliefs, values and behaviours – things like metaphors, for example. They allow us to get deeper understanding in a way that is not immediately obvious and a sense of how heartfelt or deep views are held.

But when can face-to-face start up in a safe way?
Well, not yet, clearly but soon – and here are some of the things we’re planning for groups in the coming months:

  • run smaller groups so we can allow more space – think shorter, mini groups and more of them rather, than larger, longer groups
  • use well-ventilated spaces
  • allow longer for recruitment (the recruitment pool will temporarily shrink and we’ll need to reassure about participants well being during the process)
  • allow participants to bring their own food (no handling, no sharing platters!)
  • provision anti-bac hand wipes / sanitising gel
  • advise against sitting behind the mirror clients (who will want to sit in a confined space anyway?) – viewing in room, smaller numbers watching only, or potentially consider remote viewing / streaming too.

As the situation develops we’ll amend our guidance and advice – and obviously, widely available tests / vaccines will make a massive difference.

Online Focus groups, conducted in real time (synchronous)
These are run using video conferencing software. They are particularly useful for observing instinctive reactions from participants to stimulus materials, and for verbal engagement between participants. In practice they are best run in a mini-group format with 3-4 participants. Whilst not welcome, a byproduct of the pandemic is making more people familiar with technologies such as Zoom and Teams, which means barriers to using video conferencing are falling (although this shouldn’t be overstated). And we’re learning a lot about the best way to set the calls up to ensure we can see people and their body reaction, not just hearing what they say (avoiding ‘Half A Head’ syndrome!).

The watchouts are that it requires more set up and time to ensure that the participants are comfortable, not distracted and ready to focus on the discussion. Stimulus is also trickier and we’ve been developing a few interesting ways to introduce stimulus and use it to good effect over the last few weeks. So – don’t think of online groups as a poor relation – they have clear differences and advantages which make them a worthy consideration depending on the project objectives and the timelines.

Asynchronous Online Focus groups and Bulletin Boards
‘Asynchronous’ is surely a high scorer in Scrabble, but all it means is that people respond in their own time, rather than in an immediate conversation with the moderator. We prefer the name ‘Bulletin Board’ for this reason – you post a message on the fridge door and they respond when they see it

These are run over several days, with participants spending 15-30 minutes each day answering the questions and replying to questions and further probing. They’re not ideal for group interaction, but they can produce good results when this is not needed; they’re great for individual reflection and they are a little more cost effective and faster (end to end) than real-time online groups or face-to-face Groups. At The Crow Flies, we like them, but generally would recommend that they support other methods. They’re particularly useful when used with ‘top and tail’ dialogue approaches for example, a video / face to face interview to kick off; then the online group and perhaps an interview to close.

Qualitative Online Surveys
Sometimes people talk about ‘quali-quant approaches’ and they can seem either like a pragmatic badge of honour or a hybrid – somehow, there are methodological compromises. Well, Qualitative Online Surveys are a great reposte to that. If you do not need group interaction these online surveys may be something to consider: this method uses time controls and plausibility checks to elicit good quality answers, both instinctive and considered. It can also include probing, using a Virtual Moderator (which is a predictive AI tool that runs in the background). We can even build in IAT methods too (implicit attitude testing) to grab that initial ‘purchase moment’ reaction.

The depth of the qual findings isn’t as pronounced as in a Group of course, but they are really useful for identifying the fundamentals of what people are looking for – their immediate needs; the instinctive appeal of concepts or ideas (or lack of appeal!) as well as a good level of richness about what territories hold potential and why. There’s another inbuilt advantage – they give a bigger sample size than qual – 150 – 200 would be perfectly feasible here.

Digital Diaries / ethnographic
If you’re interested in how a pandemic affects daily life, or affects your brand / offer in real time, this is the way to go – a longer-term digitally-led approach. Here of course, people’s everyday behaviour has changed markedly through lockdown – this may make these approaches more or less valid.

Intercepts
With the right permissions in place, intercepts are perfectly possible. Social distancing is fairly easy to implement and the presence of wearing a ruddy great mask may also help! Bear in mind, that strike rate is likely to be lower as people remain nervous (if you could see our hair at the moment, you’d be nervous too…)

Quantitative research
Broadly speaking quantitative research continues as normal – the only thing we’re finding is that for longer surveys, drop-out rates are better – probably fewer distractions. Our development focus on quant is to push into understanding System 1 responses as much as System 2 – Implicit Attitude Testing, Find Time testing are good examples of this.

To chat through in greater detail, feel free to drop us a line.

David & Rob

 

David Preston is founder of The Crow Flies, a research, strategy and innovation company that finds the direct route to success for categories and brands.  david@thecrowflies.co.uk | +44 (0) 1283 246260 |  http://www.linkedin.com/company/the-crow-flies-ltd | https://www.facebook.com/thecrowfliesltd © The Crow Flies, 2020

 

 

 

Shout don’t whisper

Here’s a Crow blog we wrote for our friends at Soil Association Certification – they’re the UK’s biggest organic certifier and a key player in the organic movement. The organic sector is brim-full or innovative, entrepreneurial, exciting new brands across all sort of categories. Brands driven by people who want to do some good and do good business. Organic itself has been going through unprecedented growth – until COVID came along and chucked a ruddy great spanner into the works.

So this short piece addresses some of the questions being asked:

  • everyone wants to know what’s going to happen post pandemic – but be careful, it’s a fools’ errand
  • use the lockdown time wisely to really understand your brand: the message (positioning) that has most power and the memory structures (design, assets, sounds, experiences) that stand out for your brand
  • don’t box yourself into a niche – a niche which probably is a fantasy
  • go big on a few things that count

There’s messages for all brands in there. Have a read – link below – and give us a shout if you’d like to chat more about any of these themes.

http://ow.ly/P0E750zt8kk

Time For Action

Pull your brand through isolation and come out stronger

These are distressing times, unprecedented times and times when the needs of the community and those most vulnerable in it rightly have to be placed above those of businesses. Nothing supersedes this. For marketeers and brands however, this adversity presents opportunities to get brand and marketing plans in the best shape they’ve ever been. Planning can’t be rushed but that’s invariably what marketeers are asked to do. Few if any marketing teams are given enough time to develop, refine and sell their plans.

Proper time. Not the snatched moments between the multiple distractions of corporate office life. Planning sessions are squeezed in when a calendar gap allows. Instead, the focus becomes getting plans done, getting them sold in. It’s little wonder there are gaps and inconsistencies. It’s little wonder that there are different agendas pushing the brand in different directions post ‘sign-off’. We see six common issues:

  1. Not all consumers or even business stakeholders fully understand the brand or really get behind it
  2. There are too many different views on what the brand stands for and how it should be behaving
  3. Plan activities spring out of nowhere. Ideas get their boots on before strategy has woken up
  4. The plan tries to tick every box (& can’t). Everyone’s been appeased but the brand makes no impact
  5. Different agendas. Plans are derailed by a lack of shared unity on the strategy or the focus of activities

For brand owners, the commercial world slowing from its usual pace means that there is a rare opportunity to stop the fire-fighting and get deep and strong brand foundations in place. Foundations, that link powerful insights to purposeful activation, focusing energy on activities that genuinely impact the consumer instead of endlessly discussing and tweaking.

Home working and isolation are a potential liberator. Working this way is more efficient and effective. It creates the time for you to delve into and reflect on the category, and to properly plot your competitive strategy and review your brand positioning. It frees precious time to get closer to your target audience, to review & refine your consumer segmentation or even test innovation concepts (research is alive and well incidentally, and consumers who would otherwise be unavailable or harder to recruit suddenly are more open to spending some time with you).

Don’t miss this opportunity, use it wisely and you’ll never look back:

  1. Spend time understanding your consumers: don’t just re-read an aging insight report. Immerse yourself in their world, properly understand them, talk to them. Pinpoint your target audience, prioritise their needs and place irrefutable insight at the heart of your strategy.
  2. Review your positioning: do consumers, customers, stakeholders and colleagues truly have a shared understanding of the brand, what it delivers & how it delivers it? Is it powerful, consistent and differentiated? If it isn’t, now is the time to make changes.
  3. Create a brand plan that stands up to challenge: are the key insights clear? Do they run like a vein of gold all the way through to actions? Do they confront the brutal truths or address the differentiating opportunities? Look at what you’re planning: are you ‘salami slicing’ and investing too little in too many activities? Have you forced sacrifice to execute with scale?
  4. Get innovative: you’ve finally got time to be creative, do so. You don’t need to be in groups to come up with ideas. Time to reflect is stimulus in its own right. Idea generation sessions can be held digitally, innovation frameworks can be agreed to focus efforts on areas with the greatest commercial scope, ideas can be tested, refined and prepared for launch.
  5. Build the big sell: an insight is nothing if it doesn’t grab people. A strategy is nothing if it doesn’t create action. Innovation is nothing if you can’t bring the ideas to life. A brand plan is nothing if it doesn’t inspire. Focus time on creating the tools that will sell your brand and your plan not only to customers but also internally, to stakeholders and sales teams. Buy in is everything, don’t leave it as an after-thought.

When we all return to offices and ‘normality’ you don’t have to return to a culture of justification and endless debate, you can return with a brand and business strategy that unites, inspires and frees you to focus your efforts on delivering it. It may feel odd to say it, but there’s rarely been a better opportunity to set up your brand with foundations of stone as good as this. Grab it.

Thanks for reading and stay fit & healthy

David, Rob and the Crow team