Let us apply the MR mix framework to a well-known UK media study. The purpose of the National Readership Survey (NRS) is to provide estimates of the number and nature of the people who read Britain’s newspapers and consumer magazines.
A random sample of over 37,000 individuals was selected. The population under study are those aged 15 and over in Great Britain; this was estimated at 50,239,000. Addresses are selected from the Postal Address File using a random procedure. Interviewers employed by Ipsos MORI, the research contractor for NRS, visit these addresses and individuals aged 15+ are selected for interview, also using a random procedure. The survey’s response rate — those available and agreeing to complete an interview — is currently 50%. Interviews are conducted in respondents’ homes. Respondents are shown mastheads of newspapers and magazines and asked which of these they have read, when they last read them, how often they read them, how copies were obtained, and time spent reading. Respondents are also asked a number of other questions for classification purposes. The average interview length is just under 30 minutes. The interviewer uses a laptop computer to conduct the interview, inputting the respondent’s replies as the interview progresses. This is DS-CAPI (double-screen CAPI). All prompt material is shown to respondents on a tablet screen that is controlled by the interviewer’s laptop via a radio link.
Publication of results means that there is a careful analysis; the data is weighted by sex, age, region, and social grade to ensure that the profile of the sample reflects the profile of the total population. NRS data is published as data tables on its website, and electronically through authorised computer bureaux. These bureaux have produced software that enables users to carry out a large range of different analyses of the data on their own PCs; this allows unlimited analyses.
Compiled by Nigel Bradley 2012.
Source:
http://www.nrs.co.uk with thanks to Steve Millington at the NRS.
Questions
1 Could another population (and therefore sample) be used to achieve the same objectives?
2 How could the procedure be changed to achieve the same objectives?
3 What would the implications be if the results were not published in electronic form?
Company background
This section is designed to equip a research agency with a quick understanding of the market
in which the company operates. This is information of a rather historic nature; it may include
a list of products or services off ered with fi nancial data. It may describe the number of outlets, whether operations are international. Clearly, sources of further information, such as websites, can be provided.
This section will draw heavily on secondary internal data; that is, it is likely to draw on information already available internally to the researcher. It will be more up to date and more relevant to the study than information that appears in the company’s ‘annual report’.
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A good checklist for writing a brief is to consider the marketing mix. What are your products
and prices? What promotional techniques are used and how are products distributed? In
the case of complex off erings, it is expected that briefi ngs explain the technical aspects of
products. If there is any jargon involved, some assistance to the reader is advisable.
Background to the problem
Although the word ‘problem’ may imply there is something wrong, it is important to explain
why it is felt that research may be of use to decision-making. This section may explain
recent changes in the marketplace. It may go further than the company itself and describe
the competitive situation. This section may explain past research studies that have been
conducted. It may draw on secondary data to inform the researchers about the marketplace.
Research objectives
Well-articulated research objectives are essential to a good research project, although they
may be extremely diffi cult to formulate. A client has an advantage over a research agency
because the client has knowledge of both the wider business objectives and the marketing
objectives. In the case of advertising or promotional research, the client will also know the
promotional, creative, or communication objectives.
Therefore, it is possible that the research objectives will not be the only objectives in this
section. The client may decide that business, marketing, and other tactical objectives will
help the researcher to create a better proposal. It should not be assumed that all information
available is given to the agency, because overinformed people can sometimes underperform;
on the other hand, having a full understanding of the problem is essential.
Methodological preference
This section can be used to off er support with methodological issues. You can say what is
expected in broad terms: for example, a qualitative approach. It therefore expresses what you
expect the agency capabilities should be. If you expect them to have previous experience of
your product area or of interviewing your target market, then it should be stated here.
The disadvantage of expressing a preferred approach is that newer or fresh methodologies
may be removed from consideration. Additionally, because the client has the last word in
terms of spending money, it is likely that the preferred method may be given a greater weight
than one that may give superior results. In the case where a client is lacking in knowledge or
experience, such a recommendation can actually be damaging. This section is therefore absent
from some briefi ng documents, either to allow agencies to think ‘freely’ or because there are,
sincerely, no reasonable ideas available.
Some client companies have personnel who have previously worked with a variety of
agencies over many years; they may even have worked on the agency side of the relationship.
It is therefore logical for them to use their experience and knowledge to propose how the
research might best be done. They also have the knowledge of their own industry, so any
suggestions will be well informed.
This section is a perfect opportunity to point out likely sources of sample. If customer names
and addresses are held on a database, then this can be off ered, or it can be made clear that this
is not available for research purposes.
Chapter 2 Planning research
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Reporting expectations
There are many interested parties who may be aff ected by research results. It is important for each audience to receive the fi ndings from research at the right time. Reporting is therefore not limited to a simple report with 30 pages and some pictures and tables. A brief should give
an indication of who might be interested in results, whether it is internal (top management, operational managers, etc.) or external (advertising or direct marketing agency, etc.).
Several report formats are available: progress reports (regular, irregular, by phone, email, Dashboards, etc.); interim reports (oral, written, face-to-face, etc.); fi nal reports (written, as presentation software delivered via the Internet or by email); conference-style, teleconferences, video-conferencing, etc. Reporting formats may be:
• Progress reports
• Interim reports
• Final reports
• Teleconference
• Video-conference.
It should be noted that there are variations: the report and presentation may have the same deadline; sometimes a report is submitted before presentation; sometimes a presentation takes place before the report deadline; and, of course, there may be no presentation or there may be
no report.
It is here that a client may point out whether a contract will be subject to strict confi dentiality. All suppliers follow the industry code of conduct, which assures clients of discretion, but some clients safeguard themselves further with a precisely worded agreement on this matter. Some agreements name the individuals within an organisation who are aware of the project and who will take an active role. Some agreements have a ‘deniability’ clause, whereby workers must deny having worked on the project. In the aerospace fi eld, such studies are sometimes known as ‘black projects’.
Timing
Deadlines are important for all parties: they permit plans to be made and problem areas to
be identifi ed. They help to determine whether a method is feasible. Sometimes they lead to research not taking place at all. In a briefi ng, the client must be honest and realistic; indeed, they should make all eff orts to become familiar with the timetables that operate within their own company. When are budgets set? When are products launched? What is the seasonality
of this particular product? Similarly, the audiences for whom the research is intended should
be considered carefully. When will they expect results? When will they be absent from work? What are the dates of public holidays? Two deadlines are important to agencies:
• Written report deadlines
• Personal (oral) presentation deadlines.
Budget considerations
A research brief should provide an indication of the amount of money available for a particular project. This amount allows an agency to eliminate certain approaches that
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might fall outside the spending power of their potential client. This is certainly a problem
area for some clients in that they may be unfamiliar with the cost of some types of research,
and may feel reluctant to show their riches or, perhaps, to show their ignorance. Budgets
are sometimes expressed in terms of an upper limit or a range: for example, ‘up to £10,000
is available’ or ‘the project is expected to fall within £7000–£10,000’. Hess and Lucas (2004)
researched an interesting area to answer the question: ‘How much marketing research should
a fi rm do when it takes resources away from manufacturing the goods that generate revenue?’.
Some of their fi ndings are alarming. They say that ‘fi rms without initial knowledge of their
potential customers should allocate one-third of the fi rm’s resources to marketing research’. This
is an indication of the importance of research to corporations and a compelling argument to
justify an allocation of money for research.
Figure 2.3 is an example of an extremely short ‘research briefi ng’ document. It is an
example of bad practice because it is so short, it does not describe the background, and it
does not explain the objectives. Furthermore, it has an unrealistic timetable. The reader must,
however, realise that such documents are not uncommon and that they vary in length and in
detail. In some cases, they are not even created because time pressures and good working
relationships between provider and user may reduce a briefi ng down to a short spoken
exchange by telephone or in person. It is important to stress that it is good practice to create a
full written brief.
Figure 2.4 shows the same brief but in a more acceptable form. It is more acceptable
because it has more content and is less likely to be misunderstood, or interpreted incorrectly.
We know about the organisation now and we can go to the website for more; we have a
VERY SPECIAL EUROPEAN BODY
OUR ADDRESS
OUR DEPARTMENT
Brussels, 3rd March 2009
Pre-Testing of General Slogan for Communication Activities of the VERY SPECIAL
European Union Body
Introduction
The VERY SPECIAL European Union Body now has a requirement for pre- testing of general
slogans to be used for all paid-for activities in 2010 (next year).
Description
We wish to evaluate some slogans through a series of tests — in three or more member
states and in three or more of the official languages of the European Union.
The contractor will be expected to organise and manage all aspects of the research. The
findings of the research (synthesis, analysis, proposals — if appropriate) should be presented
both orally and in report form, in either English or French.
The presentation and report should be completed by 14th April 2009.
Additional information
Francesca Garanti
Tel: 32 2123678
Email garantif@veryspecialeuropeanbody.org
Figure 2.3 An example of a poor brief
Chapter 2 Planning research
45
VERY SPECIAL EUROPEAN BODY OUR ADDRESS
OUR DEPARTMENT Brussels, 3rd March 2009 Pre-Testing of General Slogan for Communication Activities of the VERY SPECIAL European Union Body
Background to VERY SPECIAL European Union Body
Our organisation has been working since 1987 to assist European companies to operate effectively. Taxpayers fund our activities, which include representation of European companies at international trade fairs. We work closely with chambers of commerce worldwide and organise training for management in many languages. Full details may be found at our website: www.veryspecialeuropeanbody.org
Background to the problem
The VERY SPECIAL European Union Body has a requirement for pre-testing of general slogans to be used for all paid-for activities in 2010 (next year). The audiences for these activities include the people wanting to establish themselves as self-employed and wanting
to create a small business. Other audiences include anyone who advises them in this task. Therefore banks, chambers of commerce, local councils, and any other group of this type should be included. Having shortlisted a number of slogans, in prior research, we wish to evaluate the potential of three we have selected as the most promising. These are:
– Plan, revise, replan: secrets of success – Risk-takers do it with data
– Information leads to success Versions in other European languages are currently in preparation and will be available in time for the research.
Research objectives
The overall objective is to evaluate the potential of three slogans:
– To assess how memorable each of the three slogans are among the target audiences – To assess understanding of the slogans by the likely audiences
– To assess the likely impact of the slogans.
Methodological preference
Please consider a series of tests on a qualitative basis. This will be in three or more member states and in three or more of the off cial languages of the European Union. The contractor will be expected to organise and manage all aspects of the research. We are open to other suggestions.
Reporting expectations
We expect regular progress reports. The findings of the research (charts, interpretations, tables if appropriate) should be presented both orally and in report form, in either English or French. Location: in Belgium.
Timing
Please submit detailed timetables, taking the following into consideration:
14th April 2009 Initial thoughts should reach us 30th April 2009 Proposal deadline
30th Sept 2009 Submit final report Early Oct 2009 Be ready to present in person in Belgium.
Budget considerations
A maximum sum of €50,000 has been allocated to this project.
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clear understanding of the background to the issue, including the actual slogans to be tested;
there is a clear indication that there will be linguistic challenges to solve. Objectives are well
articulated and a methodological preference is stated; the brief stipulates a need for progress
reports and an outline of timing. This all leads to the view that the client is serious, has already
considered the implications of the study, and will be a good client. It is also useful to see
the budget, because this will determine the methodology and may therefore impact on the
objectives.
Proposals
As we have seen, the key aspects of the research project are communicated, from a research
user to a research supplier, by means of a written brief. That research supplier must then
consider the requirements, develop various solutions, and provide a written research proposal.
This section looks closely into that research proposal, which should be prepared carefully,
taking many aspects into consideration.
Typically, the proposal will include a description of each stage of the research process,
ending with a timetable and a cost estimate. Successful marketing research takes place
when all people involved in the commissioning of research know what is happening. Good
communication is essential from start to fi nish. It begins when there is an initial idea to carry
out research. Where money is being paid for research, the proposal will be used to select
the most appropriate supplier; from the provider’s point of view, it is an opportunity to
‘sell’ the project. In a competitive bidding situation, the document can highlight the unique
skills of the research team. A proposal document is therefore essential to explain what can
be expected from the research. In most countries, such proposals actually become part
of the legal agreement between the two parties, so the proposal becomes a contractual
obligation.
Research proposals are at least three pages and many run to between 10 and 20 pages. The
length is related to the size of project: the greater the money available, the longer the proposal.
Typically, the research proposal will contain these sections:
• Background
• Objectives
• Methodology
• Reporting
• Timing
Additional information
Francesca Garanti
Tel: 32 2123678
Email garantif@veryspecialeuropeanbody.org
Figure 2.4 An example of a better brief
Chapter 2 Planning research
47
• Cost
• Terms of business
• Credentials.
An example proposal can be found in the Market Researcher’s Toolbox; it will be more meaningful after reading other chapters, but in general terms, the content of each section is as follows.
Background
This section is a summary and evaluation of the points made in the brief; the proposal writer may gather other facts and fi gures about the client and incorporate these into the document.
Objectives
This section considers the purpose stated in the brief and explains it in greater detail. It is important that the research user is assured that the supplier understands its needs exactly. The objectives may appear as simple bullet points or may be numbered. Numbers are useful in that the specifi c objective can be repeated throughout the proposal using the number as an identifying label. Some researchers prefer to create one overall objective and several sub-objectives.
Objectives are usually expressed using the infi nitive of the verb, for example: ‘to explore . . .’;
‘to investigate . . .’; ‘to establish . . .’. Although it is advisable not to incorporate methodological notions in the objectives, an approach may be implied by the verb chosen, for example a
qualitative research method is implied by these verbs: To identify ... To establish ... To examine ...
To describe ... To explore ... To assess ... To investigate ...
Common wording which may lead to quantitative research proposals includes: To estimate ...
To measure ... To determine ... To quantify ...
Wording which implies reworking of secondary data includes: To analyse ... To evaluate ... To
compare ...
Poor objectives are those that lack meaning or introduce methodology, thereby making
an assumption. These include such wording as: To undertake a questionnaire ... To conduct a sample survey ... To research ...
Each objective should do just one thing; not two not three, just one. It is likely that the number of objectives will be limited to 10, but will usually be less than fi ve. It is best to avoid
a long list of questions in this section. That would be the basis of the questionnaire or topic guide and is useful, but best kept in the methodology section. See the Toolbox for some verbs
to use in objectives.
Methodology
The methodology is the key part of the proposal and is a research supplier’s response to the brief. It will off er a research solution that, in turn, should supply information to solve the marketing problem.
High standards of research are expected and so the proposal writer must pay attention
to validity and reliability. There must be a clear assurance that all instruments employed will
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