Qual Power
Blog Home All Blogs

Why Quallies Should Care about Marketing Technology (MarTech)

Posted By Lisa Horwich, Tuesday, April 30, 2019
Updated: Tuesday, April 30, 2019

Why Quallies Should Care about Marketing Technology (MarTech)

2019 Marketing Technology Landscape (Martech 5000)

The “Rise of the Machines” and how We Got Here.

When I graduated from business school back in the late ‘90s I never dreamed I would become a total tech geek…in fact, I really thought I was going to be a high-powered consultant (think McKinsey, Bain, BCG). Instead, somehow, I found myself implementing large-scale computer systems (fears of Y2K!) and then became a product manager for a small software company. My journey to tech geekdom had begun without me knowing it.

Martech Landscape: 2011-2019

Fast forward to today. After spending much of my time working on quantitative and qualitative research for large tech companies, I can honestly say that I really love learning and studying technology.

With this in mind, about 2 years ago, a prediction from Gartner (the big technology industry research firm) caught my eye – their analyst Laura McLellan predicted that by 2017 CMOs will spend more on technology than CIOs. She was almost correct – it happened in 2016, a year ahead of schedule.

Think about it. Marketing departments are now spending more on information technology than the department that is responsible for a company’s technology infrastructure. Crazy, I know!

This has led to a proliferation of companies clamoring for a piece of this MarTech pie. From 2011 when 150 companies offered MarTech solutions, we are now in 2019 looking at over 7,000 companies competing in this space.

What is the aim of all these solutions? More importantly, what has changed with CMOs to prompt this massive investment in technology? It boils down to three main factors:

  1. Most CMOs now share P&L responsibility. Instead of just being a “cost center,” marketing is looked on as fundamental part of revenue generation.
  2. Marketing funds and designs the entire cross-functional customer experience (CX). If you think of CX holistically from generating awareness through post-sales feedback, it makes sense that marketing is in charge.
  3. Finally – and arguably most importantly – with the soaring costs involved in attracting, maintaining, and growing the customer base, marketing now has to justify the ROI of their activities.

CMOs are turning to data-driven solutions that help them deeply understand every phase of the customer journey – tracking and quantifying the ROI of all marketing activities along this journey. They are also investing heavily into solutions that personalize the customer’s experience with the hope of converting these interactions into greater sales opportunities.

 

Technology Solutions and Their Uses

As researchers, we need to know the types of technologies where our clients are spending significant portions of their overall budgets (~30%) so we can recognize where we fit as human insight professionals. We don’t have to be experts in tech, just conversant — so when we walk in the door and our clients say they are using a new “Artificial Intelligence email optimization tool,” we understand what that is and can talk about how our services complement and augment this tool.

I’ve put together a few charts and tables outlining some of the fundamental building blocks of these solutions. Most MarTech offerings are powered by technologies such as Artificial Intelligence, Machine Learning, Business Intelligence, and Real-Time Analytics. I find it useful to see the interaction of these technologies with a chart:

To understand definitions of these technologies and common uses, this table is a quick reference (CAUTION: Tech speak ahead):

 

Definition

Common Uses

Real-Time Analytics

Unified customer data platforms, predictive analytics, and contextual customer journey interactions.

Understand customer journey stages, increase customer loyalty & retention, increase customer lifetime value, quantify marketing ROI.

Business Intelligence

Applications, infrastructure, and tools that enable access to and analysis of information.

Improve and optimize decisions and performance, identify trends, improve efficiency, executive dashboards.

Artificial Intelligence

Any intelligent system that notably augments human decisions or independently come up with conclusions that appear to be well considered.

Optimize marketing/email campaigns, up-sell options, reduce churn, revive dormant customers, customer retention.

Machine Learning

Any system that learns from past data to make judgments about previously unseen new data.

Optimize ad campaigns and other metrics, predict churn.

 

Opportunities for Quallies

Many of the technologies outlined above have inherent limitations – which I like to think of as “opportunities” for qualitative researchers. Most of the limitations center around the data – quality (how good is your data) and quantity (do you have enough of the right type of data). In addition, the other major limitation is having enough marketing content – a major bottleneck in the quest for personalized customer engagement.

Limitations

Opportunities

Decisions are made solely on data – past and present.

Use the data as a launching point for deeper qualitative analysis.

Existing data is not predictive enough for decision-making.

Create and maintain communities focused on pinpointing predictive behavior.

Need exponentially more messaging content for personalization.

Assist in narrowing target messaging by identifying key characteristics valued by customers.

Insufficient data to train the machine/AI.

Provide personas and other descriptive metrics to help “train” algorithms.

Lack of “industry specific” attributes.

Create detailed feature lists to describe the unique features inherent to that industry.

  

While the ideas above are great tactical opportunities, strategically, our most important job as qualitative researchers to remind our clients how, in a world of automation, humanizing the experience of individual customers is key to authenticity.

 

 Lisa Horwich is the founder of Pallas Research Associates, a B2B-focused research and consulting firm located in Seattle, WA. She is a self-ascribed tech geek and loves talking to developers, IT decision-makers, and CIOs. She also co-chairs the QRCA B2B SIG.

Tags:  marketing research  marketing technology  QRCA Digest  qualitative research  research methodologies 

PermalinkComments (0)
 

Design Thinking – Beyond the Breakers

Posted By Liza Carroll, Wednesday, April 17, 2019
Updated: Tuesday, April 16, 2019
Design Thinking – Beyond the Breakers

Design Thinking

Depending upon the source, Design Thinking (DT) is key to innovation in everything from consumer goods to complex social systems, or it’s an overhyped workshop package. Having first been introduced to the concept at QRCA’s 2019 annual conference, and with the idea that others reading this blog might also be new to Design Thinking, I wanted to share more about it. Design Thinking is meant to place those who seek to engage in innovation – often diverse stakeholders – into an uncomfortable space. It should move people past their own biases so they can understand customers’ real needs, and design solutions that work.

The five steps of the process are most often introduced graphically on brightly colored hexagons: Empathize, Define, Ideate, Prototype, Test. Activities in the first two steps live in the problem space, and the last three are in the solutions space.  People who understand the ego-threatening implications of these steps point out that practitioners must be willing to manage controlled chaos in seeking the path to making something great.

design thinking

Design Thinking is demanding.  Yet, it is often sold as a quick fix and its core essential stages skimmed. This is why it is disparaged by some designers and others close to it. Consultancies and companies seeking commercial success without committing to authenticity may champion superficial workshops. Some using the process try to make Design Thinking overly linear, misunderstanding the untamed nature of the creativity that lives within its DNA.  

The first step – Empathize – has the most relevance to qualitative researchers — but can also be the most often snorkeled-over by those who don’t have the training or the gear to dive deep. “Empathy is hard!” notes Annette Smith in Is Design Thinking a Silver Bullet for Consumer Research. She explains what we all know better than most: “The ability to empathize without imposing your own cultural values and preconceived notions on a consumer is just not easy to do.” Add cultural difference to the equation, and empathizing is, of course, exponentially more difficult.

Jon Kolko addresses criticism of DT in his article, The Divisiveness of Design Thinking.  He asserts that the real work required during the Empathy step might conceivably be exchanged for 2-hour ‘subject matter expert’ interviews; but in taking such an approach, you may only gain a scratch-the-surface understanding of the business needs at hand. Kolko also examines breakdowns that happen in the other Design Thinking steps. In summary, anyone planning to take on the enormous job of leading others through the process would have to have the ability and experience to guide people toward dramatically reframing a problem by asking more interesting questions and to facilitate rich, meaningful collaboration. I recommend reading Kolko’s article to gain a much deeper introduction to the topic than provided in most introductory articles that stick to defining the steps.

design thinking

Circling back and thinking about Design Thinking’s qualitative heart, it’s interesting that just this month there was a post in the Qual Power Blog by Patricia Sunderland titled When Ethnography Becomes a Joke. In her post, she explains the difference between valuable and degraded ethnographic fieldwork, the methodology that is, as it happens, key to Design Thinking’s Step One – Empathy. Sofia Costa Alves, in her presentation Discover and Deploy Design Thinking described the careful ethnographic work that underpinned the Design Thinking activities she led with participants who were holders of diverse roles in a corporation during her facilitation experience in South America.

Being introduced to Design Thinking, what it can yield when done courageously, and also the ways in which it can be used when thinking “out of the box”, has been a wonderful learning experience. If you would like a list of resources I found valuable for gaining some understanding of Design Thinking, feel free to let me know in the comments or email me at lcarroll@rdteam.com.

Liza CarrollLiza Carroll is Consumer Insights Manager at RDTeam, Inc.

Tags:  design thinking  QRCA Digest  qualitative research  Research Methodologies 

PermalinkComments (2)
 

When Ethnography Becomes a Joke

Posted By Patricia Sunderland, Tuesday, April 2, 2019
Updated: Tuesday, April 2, 2019
When Ethnography Becomes a Joke

Joke Ethnography

It may or may not be news for readers of this blog — but for at least some clients, ethnography has turned into a joke.

For a number of years, we have witnessed a diminishing appetite for ethnographic work among commercial clients. Competition and challenges from new methodologies are understandable and to be expected. Yet an undercurrent of “we do not want to do ethnography because we tried it and we did not get anything out of it” has been unsettling. More troubling, a few months ago a client put it more bluntly: “No. Ethnography no way. It’s a joke around here when you mention it.”

Ugh. How could the methodology that I learned as an anthropologist and built my career around in the world of qualitative research have become a joke? And even more importantly, what must we do to retrieve ethnography from that dustbin of bad jokes?

Rejuvenate the Basics

Without simply sounding a conservative cry, one thing we must do is go back and ensure that we always deliver on the basics of solid ethnographic work. Ethnographic work seems to have been undergoing a process of lightening in which observation alone, a person alone, or even the word alone will suffice.

Observation and Conversation

Ethnographic fieldwork– as imagined and pioneered by founders such as Bronislaw Malinowski – was never simply about observation. The observational component was coupled with participation, as in participant observation, as well as linked with conversation, interviews, and quite simply put, talk. Observation without any window into what is going on in a person’s mind and heart while they are doing whatever they are doing is anemic at best. Frequently it is also off-base. A key to comprehension in ethnography, as in much qualitative work, is understanding a person’s point of view.

In January 2019, Rachael Lawes provided an outstanding webinar, “Honing Your Ethnographic Eye”. Drawing from discourse analysis, one of the key points of her presentation was the importance of attending to defensively designed statements in speech, for instance, when a person frames what they are saying as “simply stating a fact.” A pre-emptive defense such as this may indicate that the person may feel insecure about the point they are making and/or they may feel that others are likely to argue with what they are saying. Obviously, it is important that we listen – carefully – and not only observe.

Persons and Contexts

Also, while it is an ethnographic basic to understand a person’s point of view, the assumption is not that a person stands alone. When we do our ethnographic work, one of the strengths we can bring to the qualitative research table is to situate a person’s viewpoints and behaviors within a macro-societal as well as meso-social context. This can mean that rather than just studying the person, our unit of ethnographic analysis can and should be the household, the friendship group, the workplace, the family, and/or any social grouping that makes sense for the question and issue at hand.

Injecting Serious Analytic Soul

Beyond being sure to include both conversation and context as part of our ethnographic research, injecting serious analytic soul into the work is also definitely on order. One factor that seems to have fueled the jokes about ethnographic work is the handoff of ethnographic work to junior and client DIY teams. Unfortunately, what can and often does go missing in this handoff is the analytic component.

In much current commercial ethnography, it is almost as if the importance of the analysis has been forgotten. There is a tendency to take ethnographic work as if it is a case of “what you see is what you get.” But, of course, what one sees is filtered by the mind. And while ethnographers must strive for an open mind in order to grasp the point of view of others, they also bring every bit of experience, theory, and knowledge to their encounters and their own mental processing of the data.

For instance, a number of years ago, colleague Rita Denny and I worked on a new product study centered around home organization. The company’s goal was to develop new home storage products. As I observed and talked with people about how they organized items in their homes, it became obvious that spatial orientation (e.g., up versus down; vertical vs. horizontal) was providing critical cues. Items that were “up” were considered more organized than those that were “down.” Items that were vertical were considered ready to use; horizontal or flat signaled “in use.” Items that got stacked were packed. The photos below help illustrate the point.

vertical hanging
Vertical hanging on the door – an organized way to keep items that were ready to be taken out of the home.
vertical hanging
Vertical files keep papers ready as a resource and what must be done next is kept in front.
vertical hanging
A briefcase kept up off the floor seen as neater and more organized than if on the floor. Also kept in vertical orientation.

laying flat

laying flat
Lying flat is a signal of “in use” as with a book lying flat on a surface next to the bed (vs. vertical on a shelf, which is “ready for use”). But flat also often leads to “stacked,” which then quickly leads to “packed.”

 

This spatial insight would not have been as possible without the benefit dof having once read Lakoff and Johnson’s Metaphors We Live By. Lakoff and Johnson examined the way linguistic metaphors organize the way we think about and experience the world. Good moods, for example, tend to be described as “up” and bad moods in terms of “down.” And for the purposes of this example, think about the phrases “picking up” and “cleaning up.”

We need to be ready to bring our analytic minds to the table as we perform ethnography. This is the real value of doing ethnography in business. When we make analysis central to the task, we are able to deliver serious and often breakthrough results. Inductive analytic insight provides ethnography its serious point of differentiation versus other methodologies. Analysis with attention to language and the larger social world (not only observation and the individual) has the power to move ethnography far beyond the realm of jokes.

Patricia Sunderland, PhDPatricia Sunderland, PhD

Patricia Sunderland, PhD, is founder of Cultural Research and Analysis, Inc.. A specialist in the ethnographic, cultural and semiotic analysis of consumer worlds, Patti is also co-author and co-editor of two award-winning books in anthropology and commerce: Doing Anthropology in Consumer Research and the Handbook of Anthropology in Business. She splits her time between New York City and Addis Ababa, Ethiopia.


Tags:  Ethnography  QRCA Digest  Qualitative Research  Research Methodologies 

PermalinkComments (9)
 

Theater Games in Research and Ideation

Posted By Laurie Tema-Lyn, Tuesday, March 19, 2019
Annual Conference Reporter on the Scene: Step Back to Move Forward: Developing Customer Journey Maps

 Laurie tema Lyn

Bring the POWER of Theater Games to Your Next Session!

Let me start off by saying I am not an actor, although I’ve had some theater training. I earn my living as a researcher, consultant and innovation catalyst, and I’ve been doing that for decades.
I like to bring PLAY into my work as I see the results are well worth it in terms of ramping up the energy of a flagging team, developing empathy, encouraging candid, uncensored conversations and triggering or evaluating new ideas.

Using theater games builds on fundamentals that all face-to-face researchers/facilitators should have in their arsenal. They include:

  • The ability to build rapport and have fun;
  • Creating a “safe place” so people feel comfortable expressing themselves;
  • Being able to read your group through attentive listening and observation;
  • Being willing to take a risk, knowing that there are no failures — risks lead to opportunities.

Here are tips and techniques to add to your repertoire:

  • Start with an easy game; I call this one Word Salad. It’s a new twist on the tried-and-true technique of Mind Mapping by adding a pulse — a finger snap — as you capture each participant’s words on a flip chart pad. Breathe and repeat each word or phrase that you are given as you chart. It can be a bit hypnotic. Participants stop self-censoring and by pausing a moment as you repeat the words they listen, reflect and connect. A variation is to use a Nerf ball and throw it to participants to respond. Less time for “thinking,” just gut level responses.
  • Experiment with Improvs to illuminate brand perceptions, product or service use, or to inform creative strategy or positioning. It’s good to do a bit of pre-planning to identify some people, places, things or situations that you might want to see “acted out” in your work session. Position the exercise as an experiment.Ask for volunteers and give basic improv guidelines including the use of “Yes, And…” to accept or build on their partner’s offers. Remind participants that you are not looking to them to be funny or clever, just authentic to the character or situations. After you conduct a couple of improvs, it’s important to review what all have learned.
  • Theater of Exaggeration. Try this out to spice up a concept review. You might begin in your typical fashion and then encourage participants to push the boundaries. What are the Most Outrageous Plusses or Benefits to this concept? Conversely, what are the Most Outrageous Negatives to this idea? You just might end up with some new ideas or identify problems that participants had been too polite to suggest earlier.
  • Mouthfeel: Try this out to help evaluate a name and positioning. This is an improv where participants stand up and have a conversation using a new name or positioning. I recently ran a naming session with a colleague for a social services agency. We had six names in the top tier and were trying to evaluate which were the best. One of the name candidates looked great on paper, but when I asked for two volunteers to improv it (one in the role of a crisis hotline operator, the other a client calling for help) we realized it was a bear… too cumbersome to speak when used in context. We nixed that one from the list.
  • Spontaneity based on solid preparation. These games work when you mentally prepare yourselfas facilitator, prepare your respondent team by providing clear guidelines of what you are asking them to do, and prepare your client team in advance so that they won’t be shocked or worried if you include a theater game to your discussion guide or agenda.

These are just a small sampling of theater games and activities you might bring to your next gig. I encourage you to try them out and make up your own, and feel free to get in contact with me.

Links to more articles on this topic:

 

Laurie Tema LynLaurie Tema-Lyn
Practical Imagination Enterprises
laurie@practical-imagination.com

Tags:  QRCA Digest  Qualitative  Research Methodologies  Theater Games 

PermalinkComments (2)
 
Contact Us

Qualitative Research Consultants Association
1000 Westgate Drive, Suite 252
St. Paul, MN 55114

phone:  651. 290. 7491
fax:  651. 290. 2266
info@qrca.org

Privacy Policy | Site Map
© 2019 Qualitative Research Consultants Association

This website is optimized for Firefox and Chrome. If you have difficulties using this site, see complete browser details.