Avoiding the Dusty Shelf

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Avoiding the Dusty Shelf
A presentation to the Marketing Society by Orla
Murphy26.2.09
Special thanks to Ruth Guy Director of
Fundraising and Marketing at Barnardos- and to
Pio Stack -former Market Research Manager at
Ulster Bank- for their thoughts and input on this
presentation.
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Lost in Translation
Prevailing impatience with research process means
the person commissioning a piece may be two
steps removed from the key stakeholder

• Delays and miscommunications may occur at
  briefing stages.
• Surprises can emerge at kick-off meetings.
• Remain flexible. Be a partner.

• Clarity is all
• Have key questions prepared. Be bold and be
  brave.
• The kick-off meeting is an opportunity to imbue a
  sense of confidence in the agency/account handler.

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The Analysis
The Analysis
The Analysis
The Analysis
The Analysis
The Analysis
The Analysis

• Note anything interesting beyond key objectives
• and report this in person.

• Note anything interesting beyond key objectives
• and report this in person.

• Begin with the end in mind.

• Begin with the end in mind.

• Begin with the end in mind.

• Begin with the end in mind.

• Begin with the end in mind.

• Begin with the end in mind.

• Begin with the end in mind.

• Begin with the end in mind.

• Begin with the end in mind.

• Begin with the end in mind.

• Begin with the end in mind.

• Begin with the end in mind.

• Note anything interesting beyond key objectives
  and report this in person.

• Begin with the end in mind.

• Ensure that all research objectives
• are covered off in analysis.

• Ensure that all research objectives
• are covered off in analysis.

• Ensure that all research objectives
• are covered off in analysis.

• Ensure that all research objectives
• are covered off in analysis.

• Ensure that all research objectives
• are covered off in analysis.

• Ensure that all research objectives
• are covered off in analysis.

• Ensure that all research objectives
• are covered off in analysis.

• Ensure that all research objectives
• are covered off in analysis.

• Ensure that all research objectives
• are covered off in analysis.

• Ensure that all research objectives
• are covered off in analysis.

• Ensure that all research objectives
• are covered off in analysis.

• For quant, think ahead to the
• cross-tabs a client might be
• interested in dont wait to be
• asked.
• If nothing pops, then at least
• the question will have been
• asked.

• For quant, think ahead to the
• cross-tabs a client might be
• interested in dont wait to be
• asked.
• If nothing pops, then at least
• the question will have been
• asked.

• For quant, think ahead to the
• cross-tabs a client might be
• interested in dont wait to be
• asked.
• If nothing pops, then at least
• the question will have been
• asked.

• For quant, think ahead to the
• cross-tabs a client might be
• interested in dont wait to be
• asked.
• If nothing pops, then at least
• the question will have been
• asked.

• For quant, think ahead to the
• cross-tabs a client might be
• interested in dont wait to be
• asked.
• If nothing pops, then at least
• the question will have been
• asked.

• Ask yourself So what? before posting a finding.

• Ask yourself So what? before posting a finding.

• Ask yourself So what? before posting a finding.

• Ask yourself So what? before posting a finding.

• Know where the study and
• findings fit into the clients
• broader business strategy.

• Know where the study and
• findings fit into the clients
• broader business strategy.

• Know where the study and
• findings fit into the clients
• broader business strategy.

• Know where the study and
• findings fit into the clients
• broader business strategy.

• Know where the study and
• findings fit into the clients
• broader business strategy.

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The Report

• Research is to see what everybody else has seen,
  and to think what nobody else has thought.
• Albert Szent-Gyorgyi

Think insight rather than findings The act or
outcome of grasping the inward or hidden nature
of things or of perceiving in an intuitive
manner.

• Look for the unusual
• Can be difficult when information is
• mundane particularly in continuous studies.
• Dont assume the audience will notice
• historical differences because they have
• been in the charts over time.

• Dont include it if the So what? isnt relevant.

• Come armed with a point of view
• Take a risk but run it by the client before
  presenting. A point of view demonstrates
  engagement/passion.

• Allow time for drafts
• Provide to client at least 3 days in advance of
• presentation.

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Making a Difference

• Accuracy is key
• Typos, mis-spellings undermine
• the credibility of a piece.

• Slides are distracting. Simple is smart
• Be conscious of research illiteracy and aversion.
• If I had had more time, I would have written a
  shorter letter. (Mark Twain)

• The medium can help cut through the clutter
• Layout and design make information digestible
• and memorable. Visual representations and
• analogies hit home.

• Identify and pitch to your audience
• Predetermine the nature of the presentation.
• Will extra time be needed at end of presentation
  to brainstorm?

• The more attendees, the fewer the slides.
• There are two distinct audiences Top management
  and middle managers down. Content and length of
  presentation can vary greatly for each.

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The Presentation

• Weave in findings from previous research done for
  client.
• Benchmark Put findings in context of broader
  market.
• Add in any relevant third-party information or
  data/ trends.

• Bring the presentation to life. Pre-rehearse.
• Finish up with audience consensus on
  interpretation.
• Enquire about reaction and concrete next steps.

• Ask for feedback.

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Who, when, how, how often and how much?

• An update the day after groups works well
  particularly when its an important project. If
  its a critical and quick-turn around project, an
  e-mailed summary is great. Include any
  interesting quotes.
• Research Exec/Manager then passes news along and
  looks good. Engages positive momentum around a
  project.

• Draft a clear schedule (including dates for draft
  presentations) and let the client know if this
  changes in any way.

• Respond to client as quickly as possible (Same
  day. 3-4 hours is ideal.)
• Urgent requests happen.
• Frustrating as they may be, determine urgency
  level and then realistically gauge response time.

• There is no such thing as too much contact, but
  e-mails are not always effective.
• Client wont be upset by a catch up call
  he/she generally wants to be assured that all is
  going smoothly.

• Ask for feedback
• Follow up on questions from presentations even
  if this is just about e-mailing a reminder of
  issues arising when you get back to the office.

• Always introduce new team member. Give details
  of background and research experience.
• Make it clear who in the agency is to be
  contacted for what.

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