[Half Title & Title Page — To be supplied by Kogan Page] MARKET RESEARCH IN PRACTICE SERIES Published in association with The Market Research Society Consultant Editors: David Barr and Robin J Birn Kogan Page has joined forces with The Market Research Society (MRS) to publish this unique series, which is designed specifically to cover the latest developments in market research thinking and practice Taking a practical, actionoriented approach, and focused on established ‘need to know’ subjects, the series will reflect the role of market research in the international business environment This series will concentrate on developing practical texts on: ■ ■ how to use, act on and follow up research; research techniques and best practice Great effort has been made to ensure that each title is international in both content and approach and where appropriate, European, US and international case studies have been used comparatively to ensure that each title provides readers with models for research relevant to their own countries Overall the series will produce a body of work that will enhance international awareness of the MRS and improve knowledge of its Code of Conduct and guidelines on best practice in market research Other titles in the series: Market Research in Practice: A guide to the basics, Paul Hague, Nick Hague and Carol-Ann Morgan The Effective Use of Market Research, Robin J Birn Forthcoming titles: Questionnaire Design Business to Business Market Research Consumer Insight To obtain further information, please contact the publisher at the address below: Kogan Page Ltd 120 Pentonville Road London N1 9JN Tel: 020 7278 0433 www.kogan-page.co.uk [Half Title & Title Page — To be supplied by Kogan Page] Publisher’s note Every possible effort has been made to ensure that the information contained in this book is accurate at the time of going to press, and the publishers and authors cannot accept responsibility for any errors or omissions, however caused No responsibility for loss or damage occasioned to any person acting, or refraining from action, as a result of the material in this publication can be accepted by the editor, the publisher or any of the authors First published in Great Britain and the United States in 2004 by Kogan Page Limited Apart from any fair dealing for the purposes of research or private study, or criticism or review, as permitted under the Copyright, Designs and Patents Act 1988, this publication may only be reproduced, stored or transmitted, in any form or by any means, with the prior permission in writing of the publishers, or in the case of reprographic reproduction in accordance with the terms and licences issued by the CLA Enquiries concerning reproduction outside these terms should be sent to the publishers at the undermentioned addresses: 120 Pentonville Road London N1 9JN United Kingdom www.kogan-page.co.uk 22883 Quicksilver Drive Sterling VA 20166-2012 USA © Martin Callingham, 2004 The right of Martin Callingham to be identified as the author of this work has been asserted by him in accordance with the Copyright, Designs and Patents Act 1988 ISBN 7494 4201 British Library Cataloguing-in-Publication Data A CIP record for this book is available from the British Library Library of Congress Cataloging-in-Publication Data Callingham, Martin Market intelligence: how and why organizations use market research/Martin Callingham p cm (Market research in practice series) Includes bibliographical references and index ISBN 0-7494-4201-8 Marketing research I Title: How and why organizations use market research II Title III Series HF5415.2.C25 2004 658.8’3 dc22 2004002672 Typeset by Datamatics Technologies Ltd, Mumbai, India Printed and bound in Great Britain by Creative Print and Design (Wales), Ebbw Vale Contents The editorial board vii Introduction 1 Types of organization Key points 5; Commissioning environments 7; Commercial organizations 7; Not-for-profit organizations 11; Summary of differences between the commercial and not-for-profit sectors 20; Conclusion 21 Knowledge is the most important asset of a company Key points 23; Company value 23; Different types of asset 24; Knowledge as the ultimate asset 27; Management of knowledge 28; Developing an information climate for marketing 31; Conclusion 33 22 Decision making in an organization Key points 35; Introduction 36; The psychology of decision making 38; Handling change 40; The role of market research 41; The international company 43; Conclusion 48 35 The market research function within an organization 49 Key points 50; The market research department 50; Consumer insight 54; The power thing again 56; Conclusion 58 Buyer-supplier relationships Key points 59; Types of buying 61; Proposing against a written brief 63; Commissioning quantitative research 64; Important factors when commissioning qualitative research 67; Creating the qualitative list 70; Keeping the client happy 71; Partnership relationship 76; Conclusion 77 59 The nature and scope of quantitative data Key points 79; Competing paradigms 80; Formation of the market research industry 81; Quantitative data 82; Market analysis 83; The emerging new data 87; Characteristics of 78 v Contents quantitative market research data 90; The types of quantitative market research data 94; Summary of quantitative research 96; Conclusion 97 Qualitative information and its relationship to quantitative information Key points 99; The essential conflict between qualitative and quantitative research 99; Quantitative research and qualitative research are fundamentally different 103; The challenges to qualitative research 105; Failures in quantitative research 106; The difficulty of producing a theory 108; Looking forward 110; Conclusion 111 98 Designing the research Key points 113; What a market research design is 114; Who does the design 115; The components of a design of research 116; Who has a stake in the design 130; Conclusion 135 113 Managing the research process from within the company Key points 137; Having some form of process 137; The elements of a process 138; The initial stages: the genesis of the research 139; Managing the project through fieldwork 142; Transferring the information from the researcher to the end-user client 145; The actual debrief 145; Post debrief 147; Conclusion 147 136 10 Managing the results Key points 148; How was it for you? 149; Incorporation of the research into the knowledge of the business 157; Conclusion 161 148 11 Knowing the future Key points 162; Introduction 163; Thinking of a consumer-led future 164; Taking control and determining the future 171; Conclusion 172 162 12 Conclusion 173 Appendix: The Market Research Society Code of Conduct Glossary of market research terms References Index vi 179 205 211 215 The editorial board CONSULTANT EDITORS David Barr has been Director General of The Market Research Society since July 1997 He previously spent over 25 years in business information services and publishing He has held management positions with Xerox Publishing Group, the British Tourist Authority and Reed International plc His experience of market research is therefore all on the client side, having commissioned many projects for NPD and M&A purposes A graduate of Glasgow and Sheffield Universities, David Barr is a Member of the Chartered Management Institute and a Fellow of The Royal Society of Arts Robin J Birn has been a marketing and market research practitioner for over 25 years In 1985 he set up Strategy, Research and Action Ltd, which is now the largest international market research company for the map, atlas and travel guide sector, and the book industry He is a Fellow of The Market Research Society and is also the editor of The International Handbook of Market Research Techniques ADVISORY MEMBERS Professor Martin Callingham was formerly Group Market Research Director at Whitbread, where he ran the Market Research department for 20 years and was a non-executive director of the company’s German restaurant chain for more than 10 years Martin has also played his part in the market research world Apart from being on many committees of the MRS, of which he is a Fellow, he was Chairman of the Association vii The Editorial Board of Users of Research (AURA), has been a council member of ESOMAR, and has presented widely, winning the David Winton Award in 2001 at the MRS Conference Nigel Culkin is a Fellow of The Market Research Society and member of its Professional Development Advisory Board He has been a full member since 1982 He has been in academia since 1991 and is currently Deputy Director, Commercial Development at the University of Hertfordshire, where he is responsible for activities that develop a culture of entrepreneurism and innovation among staff and students He is Chair of the University’s Film Industry Research Group (FiRG), supervisor to a number of research students and regular contributor to the media on the creative industries Professor Merlin Stone is Business Research Leader with IBM’s Business Consulting Services, where he works on business research, consulting and marketing with IBM’s clients, partners and universities He runs the IBM Marketing Transformation Group, a network of clients, marketing agencies, consultancies and business partners, focusing on changing marketing He is a director of QCi Ltd, an Ogilvy One company Merlin is IBM Professor of Relationship Marketing at Bristol Business School He has written many articles and 25 books on marketing and customer service, including Up Close and Personal: CRM @ Work, Customer Relationship Marketing, Successful Customer Relationship Marketing, CRM in Financial Services and The Customer Management Scorecard, all published by Kogan Page, and The Definitive Guide to Direct and Interactive Marketing, published by Financial Times-Pitman He is a Founder Fellow of the Institute of Direct Marketing and a Fellow of the Chartered Institute of Marketing Paul Szwarc began his career as a market researcher at the Co-operative Wholesale Society (CWS) Ltd in Manchester in 1975 Since then he has worked at Burke Market Research (Canada), American Express Europe, IPSOS RSL, International Masters Publishers Ltd and PSI Global prior to joining the Network Research board as a director in October 2000 Over the past few years Paul has specialized on the consumer financial sector, directing multi-country projects on customer loyalty and retention, new product/service development, and employee satisfaction in the UK, European and North American markets Paul is a full member of The Market Research Society He has presented papers at a number of MRS and ESOMAR seminars and training courses viii Introduction This is an unusual book because it is written from the client’s perspective This is important to the market research industry as, without client organizations, there would be no market research – it is they who generate it Given this perspective, the book does not address the technical nature of market research (there are plenty of texts about this), nor does it look at advantages of doing it (there are many case studies to testify to this); rather it examines how market research occurs in client organizations Perhaps the single most important difference between working in the using side and the supplying side is that in the using side there is the constant need to be vigilant for ‘dark forces’ coming into play Although market research is mostly done within organizations for straightforward logical reasons, there are occasions when much emotion surrounds it and the research may become the centre of a power struggle It is when these comparatively rare situations arise that internal researchers either their job or not, and dependent upon this the status of market research in the organization (and therefore the ability for this to have a positive impact on the business) is determined Often it is possible to contain these types of problems before they become manifest, and doing this is one of the most important functions of a research manager The ‘power’ and ‘political’ issues implicit in doing market research are always in the background and therefore are a reoccurring theme throughout this book A second theme that runs through this book is the one about the basic quantitative – qualitative divide The natural tendency for business is to defer to numbers and to think that the world can be represented Glossary of Market Research Terms combination of attributes for a product or service, by the respondent expressing a preference for one or other alternative An important technique for understanding clearly why people buy, how they evaluate whether the product or service that is offered corresponds with their needs, and the way in which they decide on making the purchase 210 References Aaker, D (1996) Building Strong Brands, Free Press, New York Adams, M (2000) CRM is not enough for an effective business strategy, Knowledge Management, Nov Alexander, M (2000) Codes and contexts: practical semiotics for the qualitative researcher, paper presented at the Market Research Society Conference Anshuetz, N (1997) Point of view: brand popularity: the myth of segmenting to brand success, Journal of Advertising Research, 37 (1) Baker, K and McDonald, C (1999) Importance measure: a review, paper presented at the Market Research Society Conference Baker, T and Callingham, M (2003) Market research at the high table: defining the need and plotting the route, paper presented at the Market Research Society Conference Barnham, C (1995) Does size count?, paper given at the AQRP Trends Day Brand, C and Jarvis, S (2000) Mind games: the psychology of research, paper presented at the Market Research Society Conference Brooker, S and Cawson, P (2001) The prevalence of child abuse and neglect: a survey of young people, paper presented at the Market Research Society Conference Callingham, M (1991) The role of qualitative notions in company decision making, Journal of the Market Research Society, 33 (1) Callingham, M and Baker, T (2001) An innovative unified brand and market measurement system for strategic investment decisions, paper presented at the Market Research Society Conference Callingham, M and Baker, T (2002) We know what you they think, but we know what they do?, paper presented at the Market Research Society Conference 211 References Catterall, M (2001) Private communication Chandler, J and Owen, M (1989) Genesis to Revelation: the evolution of qualitative philosophy, paper presented at the Market Research Society Conference Coates, J (1998) Building consumer insight: researching things for life, paper presented at the Market Research Society Conference Collins, M (1989) Quant is overly deductive: concepts of accuracy in market research, paper presented to a one-day seminar on Reliability and Validity in Market Research Cowan, D (1994) Good information, generals cannot without it: why CEOs think that they can? Marketing Intelligence and Planning, 12 (11) Docherty, D and Morrison, D (1990) Citizenship: morality and broadcasting, paper presented at the Market Research Society Conference Downham, J (1993) BMRB International: The first sixty years, BRMB International, London Dugdale, M (1969) My Statistics are Vital, Educational Explorers, Reading, UK Ehrenberg, A, Long, S and Kennedy, R (2000) Competitive brands: userprofiles hardly differ, paper presented at the Market Research Society Conference Feldwick, P (1996) What is brand equity anyway and how you measure it?, paper presented at the Market Research Society Conference Fisher, Susie (2000) Museums, galleries and the arts world, in Qualitative Research in Context, ed L Marks, Chapter 9, Admap Publications, Henley-on-Thames Fletcher, J and Morgan, W (2000) New directions in qualitative brand research, paper presented at the Market Research Society Conference Gabriel C (1990) The validity of qualitative market research, Journal of the Market Research Society, 32 (4) Goodwin, P and Wright, G (1997) Decision Management for Management Judgement, Wiley, Chichester Goodyear, M (1996) Divided by a common language: diversity and deception in the world of global marketing, paper presented at the Market Research Society Conference Gordon, W (1999) Private communication Hall, N (ed) (1993) Exploring Chaos: A guide to the new science of disorder, W W Norton, New York Hammond, J S (1998) The hidden traps in decision making, Harvard Business Review, Sept/Oct 212 References Hannah, M and Brand, C (1999) Do customer satisfaction programmes satisfy the dissatisfied?, paper presented at the Market Research Society Conference Harrison, J and Ingledew, S (1988) Issues in and approaches to international research, paper presented at the Market Research Society Conference Harvey, D (1995) The Condition of Post-Modernity, Blackwell, Oxford Hedges, A and Duncan, S (2000) Qualitative research in the social policy field, in Qualitative Research in Context, ed L Marks, Admap Publications, Henley-on-Thames Hitching, C and Stone, D (1988) Understanding Accounting, Pitman, London Hussey, J and Hussey, R (1997) Business Research, Macmillan Business, Basingstoke Imms, M (1999) A reassessment of the roots and the theoretical basis of qualitative market research in the UK, paper presented at the Market Research Society Conference Imms, M (2001) Private communication Krabuanrat, K and Phelps, R (1998) Heuristics and rationality in strategic decision making: an exploratory study, Journal of Business Research Kuhn, T (1962) The Structure of Scientific Revolutions, University of Chicago Press, Chicago Levitt, T (1981) Marketing intangible products and product intangibles, Harvard Business Review, May/Jun Lewis, J and White, C (1999) Appraising the role of citizens’ juries, paper presented at the Market Research Society Conference Lovell, N and Henderson, F (2000) Come together: increasing popular involvement in local decision making, paper presented at the Market Research Society Conference Lovett, P (2001) Ethics shmethics! as long as you get the next job: a moral dilemma, paper presented at the Market Research Society Conference Martensson, M (2000) A critical review of knowledge management as a management tool, Journal of Knowledge Management, (3) Mattinson, D (1998) People power in politics, paper presented at the Market Research Society Conference Mattinson, D and Bell, T (2000) Politics and qualitative research, in Qualitative Research in Context, ed L Marks, Admap Publications, Henley-on-Thames Mitchel Waldrop, M (1994) Complexity: The emerging science at the edge of order and chaos, Penguin, Harmondsworth 213 References Morris, A (1996) Descended from the same stock?, paper presented at the BIG Conference Morris, A (2001) Private communication Nonka, I and Takeeuchi, H (1995) The Knowledge-Creating Company, Oxford University Press, Oxford Pawles, J (1999) Mining the international consumer, Journal of the Market Research Society, 41 (1) Perrott, N (1998) Piecing together the jigsaw: how research fits into the strategy picture, paper presented at the Market Research Society Conference Pyke, A (2000) It’s all in the brief, paper presented at the Market Research Society Conference Quinn Patton, M (1986) Validity and reliability utilisation: focused evaluation, Sage, Chapter Rigg, M (2003) Private communication Robson, S and Hedges, A (1993) Analysis and interpretation of qualitative findings, Report of the Qualitative Interest Group of the Market Research Society Robson, S and Ballard, A (2000) Qualitative research in the development of higher education, in Qualitative Research in Context, ed L Marks, Admap Publications, Henley-on-Thames Shaw, R and Edwards, A (2000) What planners want from research? Not ‘the truth’?, paper presented at the Market Research Society Conference Shields, G (2001) Meeting the needs of actionable consumer insight: the Scottish Courage perspective, paper presented at the Market Research Society Conference Simmons, S and Lovejoy, A (2003) Oh no, the consultants are coming, paper presented at the Market Research Society Conference Smith, D and Fletcher, J (1999) Going the extra mile: putting the markets researchers in the decision makers shoes, paper presented at the Market Research Society Conference Spackman, N and Barker, A (2000) Happy Millennium: a research paradigm for the twenty-first century, paper presented at the Market Research Society Conference Sykes W (1990) Validity and reliability in qualitative market research: a review of the literature, Journal of the Market Research Society, 32 (3) Wardle, J (2001) Private communication 214 Index Aaker, D 8, 208 Adams, M 31, 208 advertising 94 agencies 101, 163 campaigns 46–47, 85, 86 research 57, 128 television 100–01 tracking 47, 94 Alexander, M 167, 208 Anshuetz, N 11, 208 assets 8, 24–28 see also global marketing brands 24–25 culture 26–27 customers/CRM 25–26 employees 26 exclusivity 25 global 36, 44–45, 46, 95 knowledge 27–28 Audit Commission 15 Baker, K 93, 208 Baker, T 42, 92, 208 Ballard, A 15, 211 Barker, A 110, 211 Barnham, C 104, 105, 208 Bell, T 17, 210 brainstorming 168 Brand, C 95, 110, 208, 209 brand portfolio management 43–44 brands 2, 8–11 added value 9–11 asset value of 24–25 commodity 8–9, 10, 62 differences between 10–11 est 2, 9, 10, 62 positions 122, 128 bricolage 110 Broadcasting Standards Council 12 Brooker, S 83, 208 business stakeholders 8, 18 buyer-supplier relationships 59–77 buying: end-user 61–62 215 Index buying: internal research function 62–63 clients, satisfying 71–76 contact 72 contract: implicit aspects 72–73 feedback 75–76 informing on progress 73–74 lunches 74–75 managing results 74 conclusion 77 key points 59–61 partnership relationship 76–77 qualitative list, the 70–71 qualitative research 67–70 see also main entry quantitative research 64–67 agencies 65–66 essential information 66 Interviewer Quality Control Scheme (IQCS) 64 written briefs 63–64 Callingham, M 32, 42, 92, 208 Catterall, M 81, 208 Cawson, P 83, 208 change(s) 168 future 175–76 handling 40 in briefs 120 organizational 53–54 charities 16–17 Civil Service 13 cluster analysis 92 Coates, J 54, 209 Code of Conduct, MRS see Market Research Society: Code of Conduct 216 commercial organizations 7–11 brands, generating value through 8–11 see also brands managing profit levels 7–8 profit, need for company, market value of 23 Competition Commission 15 conclusion 173–77 possible future changes 175–76 principles for a successful market research function 173–75 consumer insight 23, 54–56 lack of 110 consumers 54–56, 164–71 Cowan, D 31, 42, 209 CRM @ Work viii CRM in Financial Services viii Customer Management Scorecard, The viii customer relationship management (CRM) 25–26, 30–31 Customer Relationship Marketing viii customer/consumer insight groups 23 customers as asset 25–26 data analysis 82–83 data protection 114, 180–83 Data Protection Act (1998) 180 David and Goliath analogy 80, 105 debrief/post-debrief 145–47, 149–57, 158 scenario: job done well 150 scenario: more work with data 150–53 Index exploratory work 150–51 story for specific purpose 151–52 scenario: results lying fallow 152–57 job no longer necessary 153–54 job used for insurance 154 misunderstandings 154–55 perceived failure of research 154 poor quality research 156 research not believed 155–56 decision making in an organization 35–48 change, handling 40 conclusion 48 introduction 36–38 international company, the 43–47 see also global marketing international market research 47 key points 35–36 market research, role of 41–43 psychology of 38–40 being logical 38–39 human factor 39–40 size and organizational factors 36–37 decision-making unit (DMU) 20 demographic clusters 92–93 demographics 69, 133 designing the research see research design Direct and Interactive Marketing, The Definitive Guide to viii Direct Marketing, Institute of viii Docherty, D 12, 209 Downham, J 81, 209 Dugdale, M 102, 209 Edwards, A 55, 211 Ehrenberg, A 11, 209 employees as asset 26 English Heritage 15 ESOMAR vii, viii, 82 European Union 13, 169 evidence-based policy Feldwick, P 9, 209 Financial Services Authority (FSA) 15 Fisher, S 15, 209 Fletcher, J 42, 211 formal quantitative information 167 future, stages in considering the 166–71 conceptual trends 168–69 anti-capitalism 169 material wealth 168–69, 170 peace and prosperity 168 two working per family 169, 170 extracting meaning from trends 169–70 social and economic trends 166–69 workshops and building consensus 170 future, the 162–72 conclusions 172 consumer-led future, thinking of 164–71 see also future, stages in considering the introduction 163–64 217 Index key points 162–63 taking control/determining the future 171–72 ISO 9000 quality system 23, 28–29 Jarvis, S 110, 208 geodemographics 92 global marketing 44–47 brand portfolio management 43 brands 44–45, 46 campaigns 46–47 management of 46–47 research 47 glossary of market research terms 202–07 Goodwin, P 42, 209 Goodyear, M 47, 102, 209 Gordon, W 102, 118, 209 Hall, N 110, 209 Hammond, J S 40, 209 Hannah, M 95, 209 Harrison, J 47, 209 Harvey, D 80, 209 Hedges, A 105, 211 Heisenberg uncertainty principle 111 Henderson, F 14, 210 Hitching, C 24, 210 Hussey, J 80, 210 Hussey, R 80, 210 Imms, M 102, 131, 210 information technology (IT) investment 30 informed eclecticism 110 Ingledew, S 47, 209 Internet survey methods 92 Interviewer Quality Control Scheme (IQCS) (UK) 65 218 key points 5–6, 23, 35–36, 50, 59–61, 79, 99, 113–14, 137, 148–49, 162–63 Kennedy, R 11, 209 knowledge, explicit and tacit 23 knowledge – as company asset 22–34 asset, types of 24–27 see also assets company value and earning power 23–24 conclusion 33–34 customer relationship management 30–31 key points 23 knowledge as ultimate asset 27–28 knowledge: explicit and tacit 27–28 knowledge management (KM) 28–31 see also main entry marketing information climate 31–33 knowledge management (KM) 28–31, 158 ISO 9000 system 28–29 mechanical knowledge management 29–30 organic knowledge management 30 total quality management (TQM) 29 Kuhn, T 80, 210 Index Levitt, T 9, 210 Lewis, J 14, 210 Long, S 11, 209 Lovell, N 14, 210 Lovett, P 126, 210 McDonald, C 93, 208 managing the research process: within the company 136–47 conclusions 147 debrief, the 145–47 post debrief 147 preparing for 145 elements of process 138–39 form of process 137–38 genesis of the research 139–42 creation of design 140–41 need for/aspects of nature of research 139–40 preliminary documentation/raising awareness 140 research specification 141–42 key points 137 managing through fieldwork 142–45 analysis: researchers’ need for time/reflection 144–45 attendance 143 contactability 142 stimulus material 142–43 managing research results 148–61 conclusion 161 incorporating into knowledge of the business 157–61 archiving 159–60 circulating the information 160 experienced personnel 160–61 reports 158–59 key points 148–49 post-debrief scenarios 149–57 see also debrief/post-debrief market analysis 54, 83–87 ambiguity of 85–87 differing views/reactions 87 econometric modelling 85–86 market structure/dynamics analysis 86–87 difficulty and ambiguity of 83–85 complexity of a market 84 impact analysis 84–85 measures of a market 84 market research: its function within an organization see market research market research 41–43, 47, 49–58 conclusion 58 consumer insight 54–56 market analysis 54 international 47 key points 50 market research department 50–54 areas covered 51–52 leadership function 52–53 location in organization 52 organizational changes 53–54 power/conflicts 56–58 role of 41–43 Market Research Society: Code of 219 Index Conduct 64, 65, 79, 82, 97, 114, 131, 158, 178–201 Codeline 199–200 data protection definitions 180 data protection legislation 180–83 guidelines 179–80 ICC/ESOMAR Code of Marketing and social Research Practice 179, 188–99 notes 201 principles 183–84 purpose of 179 rules 184 Market Research Society, The (MRS) vii, viii, 53, 81, 82, 103 Market Research Techniques, International Handbook of vii market segmentation/segmentation 9, 10, 91 Marketing, Chartered Institute of viii Martensson, M 27, 210 Mattinson, D 14, 17, 210 modernism/post-modernism 80, 81, 96 Morris, A 81, 210 Morrison, D 12, 209 Motivational Research, Institute of 102 National Trust 15 new quantitative research 88–90, 176 Nonka, I 32, 210 not-for-profit organizations 2, 5–6, 11–17 classification 11–12 220 representational 12–15 central governmental 12–14 fundraising/charities 16–17 institutions and heritage cultural industries 15–16 local government 14 membership organizations 16 other public bodies 15 political parties 17 regulatory bodies 15 summary 17 OFCOM 15 organization: research system 18–20 decision-making unit (DMU) 20 market, the 18 research franchise 19–20 research stakeholders 18–19 organization types 5–21 commercial organizations 7–11 see also main entry commissioning environments differences between commercial and not-for-profit sectors 20–21 key points 5–6 not-for-profit organizations 11–17 see also main entry research system 18–20 see also organization: research system Pawles, J 43, 46, 210 Perrott, N 152, 210 power politics 168 product expression 128 Index profit 7–8 Pyke, A 117, 210 qualitative information: its relationship to quantitative information 98–112 conclusion 111–12 conflict between qualitative and quantitative research 99–103 qualitative research, growth of 102–03 quantitative research: the 1950s 100–01 quantitative research: the 1960s 101 differences between quantitative and qualitative research 103–05 failures in quantitative research 106–08 key points 99 looking forward 110–11 theory, difficulty of producing 108–09 theory as outcome of qualitative research 108 theory/theoretical frameworks 107–08 qualitative research 67–70, 81 matching researcher to job, factors involved 68–70 demographics interaction 69 market familiarity 68 research category preferences 68–69 resources of supplying company 69 single researchers, using 70 unavailability, reasons for 70 workload variability 69 personal connection, importance of 67–68 Qualitative Research Practitioners, Association of (AQR) 103 quantitative data: nature and scope 78–97 competing paradigms 80–81 formation of market research industry 81–82 key points 79 market analysis 83–87 see also main entry new data 87–90 analysis, responsibility for 88–90 customer insight departments 89 quantitative data 82–83 quantitative market research data, characteristics of 90–94 see also main entry quantitative market research data, types of 94–96 see also main entry summary and conclusion 96–97 quantitative market research data, characteristics of 90–94 see also market research potential weaknesses 91–94 demographic clusters 92–93 geodemographics 92 halo effects 93–94 non-holistic analysis 91–93 objectivity 93 221 Index strengths 91 quantitative market research data, types of 94–96 bespoke studies 95–96 tracking studies 94–95 advertising 94 customer and staff satisfaction 94–95 usage and attitude studies (U&As) 95–96 quantitative research 64–67 new 89, 88–90, 176 Quinn Patton, M 105, 211 recruitment 132–33 references 208–11 research design, components of 116–30 coverage 123–24 methodology 125–28 arguments needing quantitative data 125–26 preferring qualitative research 127–28 preferring quantitative research 126–27 short turnaround timings 126 problem definition 117–20 changes in briefs 120 differing client views 118–19 knowing the problem 117 lack of direct contact – briefs from juniors 119–20 market assumptions: effect on design 118 remote briefing 120 222 sample definition 120–22 different views 121 representativeness 121 sample size 122–23 stimulus material 129–30 research design 113–35 conclusion 135 key points 113–14 definition of research design 114–15 design components 116–30 see also research design, components of designer, choosing the 115–16 stakeholders in the design 130–35 interviewer/moderator 133–34 production departments 134 recruiter 132–33 respondents 131 summary of perspectives 134–35 research franchise 6, 19–20, 121 research paradigms 80, 105 research process see managing the research process: within the company research results see managing research results research stakeholders 2, 18–19, 37, 39, 56–58, 66, 121 Rigg, M 13, 14, 211 Robson, S 15, 105, 211 Shaw, R 55, 211 Shields, G 168, 211 Smith, D 42, 211 Spackman, N 110, 211 Index stakeholders business 8, 18 research 2, 18–19, 37, 39, 56–58, 66, 121 Stone, D 24, 210 strategic decision making 37 Successful Customer Relationship Marketing viii Sykes, W 105, 211 Takeeuchi, H 32, 210 terminology 202–07 total quality management (TQM) 29 types of organization see organization types United Kingdom, qualitative research in 102–03 United States of America Dichter: Institute of Motivational Research 102 history of market research 81 Lazarsfeld and qualitative research 81, 102 qualitative research in 102 Up Close and Personal viii usage and attitude studies (U&As) 95–96 Users of Research, Association of (AURA) vii Wardle, J 105, 211 White, C 14, 210 Wright, G 42, 209 223 ... Callingham, Martin Market intelligence: how and why organizations use market research/ Martin Callingham p cm (Market research in practice series) Includes bibliographical references and index ISBN... they use market research It is convenient to coin the phrase market research system’ and use it to differentiate between the way organizations go about conceptualizing and doing their market research. .. its research requirements because the social climate and politics in which research is done are different 17 Market Intelligence The research system In order to understand the dynamics of the research