All marketers who conduct research should know that in order for findings to be of value and use, they must be both reliable and valid. But how well do you know these terms?
Whether you're writing a questionnaire for marketing research or building a five year company strategy, you must start with a clear, sustainable target (avoiding a "moving target"). As obvious as this seems, the lack of a well defined target is a critical mistake we see time and time again. Learn why the execution formula - set a sustainable target, align your strategy to the target, and execute according to your target - is critical to success.
The way we experience something is not the way we remember it. According to peak-end theory, we don't remember our feelings throughout an event or experience, but rather our emotions at the peak and end of that experience. By utilizing the peak-end rule, you can take customer satisfaction into your own hands and influence the way your customers remember you.
Conducting Marketing Research is something that nearly every successful company does. But not all research is equal - some companies are much better at thinking strategically and getting the most out of their research than others. In this article, we'll arm you with the 5 important questions to ask when conducting marketing research in order to fully maximize your research plan and objectives.
One of the most difficult (and in certain times, the most difficult) aspects of research is the need to draw conclusions from results. Sometimes the difficulty lies in the “Monday Morning Quarterback” assessment: we asked the wrong question. Other times, the results are counterintuitive, and speak to the opposite spectrum of accepted theory and practice.
Then there are simply human errors of perception and judgment, notably relating to results interpretation and the expectation of research outcomes. Sometimes we have lofty, and even unrealistic, expectations of our research. What we often do not realize is that, when unmet, this in-and-of-itself is a spectacular outcome.
All this noted, let’s explore four interesting paradoxes of research.
This case study tells the story about an organizational health evaluation of a newly integrated (post-merger) company. While a principal goal of this study was to evaluate job satisfaction, loyalty and engagement, we extended our research model a step further.
The focus of this case study is to sidestep the findings about satisfaction, loyalty and engagement. Instead, we focus on the insights through looking at organizational health from a dynamic perspective.
