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As much as we value excellent research, it simply is not enough. Insight must be actionable. Key take-away points include:--Developing practical strategies to ensure, monitor, and measure insight adoption--Understanding how your end-users make decisions--Framing and positioning your insights for the greatest impactWhether you are a client-side manager or an agency researcher, it is only when your insights directly impact the decisions taken by marketers that the true value of your work is realized. Use Andrew’s new frameworks and techniques to make your insights stick; for innovation and for impact.
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GREAT RESEARCH THINKINGWEBINAR SERIES 2010
April 13th, 2010From Insights to Action: Maximizing the impact of researchby Andrew VincentOwner, Waves
A Quick Note on Revelation
Learn More
www.revelationglobal.com/explore
UPCOMING ESOMAR WEBINAR
April 29th, 2010Social Media: A transformational technology or hype?by Steve August, CEO and Founder of Revelation
http://www.esomar.org/index.php/webinars-social-media-a-transformational-technology-or-hype.htmlGoogle “Steve August,” “ESOMAR,” and “Social Media”
Andrew VincentOwner of Waves.
Andrew has over 20 year’s research experience. He has his own specialist research consultancy, Waves, in the UK, which works internationally. He is an expert in the field of insight integration and runs the ESOMAR workshop on “Transferring and Applying Insight Impactfully.”
Andrew set up Waves in 2005 with the aim of increasing the commercial application of research through a mix of research, consultancy and training.
Our Speaker
From Insights To Action
- Maximising the impact of research
Andrew Vincent, Waves
13th April 2010
+44(0)7957 829 818
Objective…….
“How to maximise stickinessof insights, to enhance
commercial impact”
Where Are We Now?
9
We Are Not Alone!!
“One of the challenges that market researchers face is to create influence and relationships beyond the direct internal client”
Forrester Report (Nov 2009) - The marketing of market research: Successful communication builds influence
“Internal communication of insights is the No 1
challenge”
“Distributing information effectively to maximise
impact”
“Synthesising research for our internal
customers”
“With the uptake of the internet and research capabilities seemingly
available to all, the gap between research users and
researchers has only increased” Rohit Deshpande,
Harvard Business School
The Internal Advisory Cycle
How you establish credibility
How they feel about you?
Their propensity to listen
How you say it?
What you know about them?
How you deliver/execute?
What you have to say?
The Internal Advisory Cycle
How you establish credibility
How they feel about you?
Their propensity to listen
How you say it?
What you know about them?
How you deliver/execute?
What you have to say?
The Internal Advisory Cycle: Three key issues
Working Relationship
How you establish credibility at all times throughout the process
Content
What you have to say?
Communication
How you say it?
Webinar Focus
Working Relationship
How you establish credibility at all times throughout the process
Content
What you have to say?
Communication
How you say it?
14
Consider the Insight Team Iceberg Principle
15
Technical Skills
Skills of Visibility
16
Research skills
Communication
Proactivity Actionability
Impact
Project Management
skills
Who Are You Dealing With?
Two Client / End User Typologies
There are two broad extremes……..
Hands OffHands On
“I know we spoke yesterday but I just
wanted to check….”
“Just go away and do
it.”
What are your key clients like?
The Hands Off Client
Why might they be hands off?
Absolute trust and faith in you
Too senior / too busy for more contact
Too junior / inexperienced
Not interested in the project
They are a strategic / global person and weak on detail
The Hands On Client
Why might they be hands on?
Because it really matters to them
Nervous / under confident
They are a detail person
They have nothing else to do
They are a control freak; they have more experience than you; etc, etc
21
What drives this?
Think about your key clients Are they hands on / offWhy?What are implications for you
Understanding Drivers Of ‘Hands Off’ Behaviour
Why might they be hands off? What are the implications for you?
Absolute trust and faith in you Are you sure you know exactly what is expected?
Too senior / too busy for more contact
Will you really chase them when you have to? Is there someone else you should be talking to?
Too junior / inexperienced May lack knowledge
May give you an incorrect steer
Not interested in the project Why?
They are a strategic / global person and weak on detail
We must be extra vigilant to make sure all is as they want
23
“With a hands off client you must be totally proactive”
Understanding Drivers Of ‘Hands On’ Behaviour
Why might they be hands on? What are the implications for you?
Because it really matters to them
Do you fully understand what is ‘riding’ on this work – their promotion, their sales bonus, etc
Nervous / under confident Do they trust you? Have they been let down in the past? Do they foresee difficulties in the likely outcome?
They are a detail person Be extra vigilant to get everything 100% right – minor errors will undermine your credibility
They have nothing else to do Should you invite them to become more actively involved – to observe interviews, discuss interim data, etc
25
“With a hands on client you must be
absolutely on top of everything”
Understand How Their Style Impacts You
What Is Their Wider Context?
Frame your insights in the right context
Understanding The End User Culture
Do you know their
operating methods?
What information do
they respond best to?
Eg relative emphasis placed on statistics, case studies, etc
How can your work be
more culturally relevant to them?
What is the key currency of their
domain / world?
How do they get
promoted?
Frame your insights in the right context
Understanding The End User Culture
Do you know their
operating methods?
What information do
they respond best to?
Eg relative emphasis placed on statistics, case studies, etc
How can your work be
more culturally relevant to them?
What is the key currency of their
domain / world?
How do they get
promoted?
The End User Culture: What Is the Key Currency in their world?
Consider the language that rules their domain. Is it........
Financial:
Customer Numbers:
Marketing:
Speed:
Etc etc
The End User Culture: eg: Understand their Financial Currency
Which are the key measures? Sales:
Overall sales Transaction value
Profitability Gross margin Net profit
Which measures matter the most? In the organisation (eg what has the CEO said?) In the department (eg what motivates marketing?) For a particular brand (eg growth, share, profit, etc)
Cost Of materials / ingredients Of sales
Investment Investment cost ROI
What Is the Key Currency in their world?It will not just be financial....
Consider the language that rules their domain:
Financial: Investment, cost, margin, return, transaction value, etc
Customer Numbers: number of shoppers / visitors, new acquisitions, churn, complaints, etc
Marketing: visibility, opportunities to see, brand value, awareness, opinion leader profile, etc
Speed: of change, time to market, call handling, etc
Etc etc
What Is the Key Currency in their world?It will not just be financial....
Consider the language that rules their domain:
Financial: Investment, cost, margin, return, transaction value, etc
Customer Numbers: number of shoppers / visitors, new acquisitions, churn, complaints, etc
Marketing: visibility, opportunities to see, brand value, awareness, opinion leader profile, etc
Speed: of change, time to market, call handling, etc
Etc.
Understand the currency specifics:
Ask intelligent questions !
Frame your insights in the right context
Understanding The End User Culture
Do you know their
operating methods?
What information do
they respond best to?
Eg relative emphasis placed on statistics, case studies, etc
How can your work be
more culturally relevant to them?
What is the key currency of their
domain / world?
How do they get
promoted?
The End User Culture: - How does your end user get promoted?
How well can you answer this question?
Do you know who their boss is? And how to impress them?
What are your clients key performance indicators, career goals, etc
How do they succeed in their world?
Frame your insights to help the client succeed
Frame insights inthe right context to
maximise use
Understanding The End User Culture
Do you know their
operating methods?
What information do
they respond best to?
Eg relative emphasis placed on statistics, case studies, etc
How can your work be
more culturally relevant to them?
What is the key currency of their
domain / world?
How do they get
promoted?
Concentrating Influence Where It Matters:Focus on what you can affect
Circle of concern
Circle of influence
Circle of concern
Circle of influence
Adapted from Covey “7 Habits of Highly Effective People”Adapted from Covey “7 Habits of Highly Effective People”
Concentrating Influence Where It Matters
We want to increase our circle of influenceYou can only change the issues within your own circle of influence (ie your own behaviour)Other people are responsible for their behaviour – not you
Need to avoid victim thinking/mindset
If what you are doing isn’t working; change what you are doing
“Doing the same thing and expecting a different result is a definition of madness!”
Push And Pull Strategies
Pull
Push
Push And Pull Levers
Push levers Setting out what you think should happen Asking for what you want, giving feedback, saying no
appropriately and constructively
Pull levers Finding out from people what they really want and what they
are thinking Creating rapport, genuine / authentic listening, asking skillful
questions
Always better if you can get your ideas / insight / strategies pulled through
- Use your knowledge of them to achieve this
Push Skills: More Commonly Used
Assertiveness
Aggression and passivity
Giving Feedback
Saying ‘no’
But beware dangers of criticism
Pull Skills: More Effective
Creating rapport
Genuine listening
Asking questions
Summarizing
Testing assumptions
Hearing vs Listening
Sensory activity
Physiological process
Ear transmits to the brain
Interpretative activity
Psychological process
Brain creates meaning from what is heard
ListeningHearing
PULL SKILLS: Tap into their momentum
45
Remember… …
Great insight does not ‘sell’ itself
Ensure your insight creates the impact it deserves
Don’t sell your insight short
46
Review, Reflection
and Questions!
Appendix- More detail on push / pull
Push Skills
Assertiveness
Aggression and passivity
Giving Feedback
Saying ‘no’
The dangers of criticism
Assertiveness: Balancing Aggression and Timidity
Aggression
Fighting back
Passivity
Running away
Assertiveness
The Skills Of Assertiveness
Assertive body language:
Relaxed but upright
Eye contact but not staring
Smiling relaxed facial muscles
Relaxed hands and arms
Gestures under control – no fidgeting
Avoid aggressive gestures (eg finger pointing)
Steady calm voice, not too loud or too soft
The Skills Of AssertivenessVocabulary
Assertive language:
“I….”
“I want you to…”
“I’d like you to….”
“I need you to….”
Avoid being tentative or apologetic:
“I’d quite like you to….”
“I rather think it might be a good idea if…”
“I’m sorry to ask but….”
The Skill Of AssertivenessMaking requests
Use the person’s name
State your request straightforwardly
Explain why
Invite their comment and solutions
Ask what resource is needed to make the request happen
Agree the timescale
What’s the worse that could happen?
The Skills Of AssertivenessIn meetings
Prepare carefully
Think about where you sit
Speak in the first 5 minutes, speak up and keep your voice strong
Watch your body language
Engage everyone with eye contact
Speak up if you disagree
Use summarising techniques
Smile
Fulfill any commitments you agree on the day
Feedback
At some point influencing will always involve the push skill of giving feedback
A team member whose performance is below the acceptable standardLiving with a partner whose behaviour annoys youReceiving poor service
What do you do?Ignore it and hope it goes away on its wonLose your temper, shout and screamApologise yourself!Calmly give feedback on the behaviour
Feedback
Do give feedback Don’t give criticismMeant to improve performance in a positive way
A way of unloading anger
Calm Angry
Tough on the issues Tough on the person
Specific: detailed facts, actual behaviours
Vague and gives opinions, makes generalisations
Future focus: what I’d like to see you do in the future is …..
Past focus
Looks for solutions Looks for scapegoats
Two way One way
Person giving feedback owns their opinion: says I think
Person giving feedback attributes opinions to others: they or we think so and so
Good Feedback Practice
Put the emphasis on the positive and be specific
Do it immediately – nip things in the bud
Give negative feedback in private
Describe the impact of the behaviour
Always ask how the individual assesses him/herself
Do it when calm
Follow up quickly with more feedback when you see improvements
Saying ‘No’
An area where some people find it hard to be assertiveWhy? Know your natural style – be honest
Acknowledge the request and your understanding of it
Say no straightforwardly
Explain your reasons and feelings about the request
Suggest an alternative
Dealing With An ImpasseThings to avoid
Wanting to crawl away because the other person has won
Shouting and finger pointing
Making threats
Taking a vote
Agreeing to disagree
Creating Common Ground
Establishing your credibility
Consulting
Understand the audience
Talk about the benefits
Telling stories
Emphasise success
Using simple language
Pull Skills
Creating rapport
Genuine listening
Asking questions
Summarizing
Testing assumptions
Creating Rapport
A foundation skill
You can’t influence someone if you are not in rapport with them
Check non-verbal cuesPostureVoice – tone & volumeGesturesEye contactHow we occupy our space
Matching body language – watch for conflict
Stage manage the meeting
Barriers To Creating Rapport
Fiddling with your watch/pen or ringLooking at watch or clockWaggling your footSitting with crossed armsSitting with crossed legs, sitting hunchedTurning your chair away from themSpeaking slowly and deliberately whilst the other person speaks quickly
Reading papers or continuing to work at your computer whilst having a conversationTouching your face whilst the other person is talkingRubbing your noseLooking awayScowling or frowningAvoiding eye contactSitting back on your chair while the other person sits forward
What do these suggest……?
Genuine And Authentic Listening
Put your effort into understanding the other person first
Be prepared to be influenced before you try to influence the other person
The most successful negotiators listen about twice as often as they speak:
Allows you to get right inside the other person’s mind so you really know what they are thinkingAllows you to check out any assumptions you are making about their motives and concernIt gives time to think and consider your next moveDemonstrates respect for the other person and his/her views
Remember we have two ears and one mouth
Barriers To Authentic Listening
I’ve heard all this before
What you’re saying might be painful to hear
I know already that I disagree, so I’m getting my reply ready now
I’ve heard you say this before and I wasn’t interested then
I’m very busy now, so I’m pretending to listen
My attention is wandering to something more interesting
If I show I’m interested, you might go on even longer, and I’m already bored
I hate the jargon you’re using
I find you frightening so I want to get away now
Active Listening Skills
Listening for content Give your whole attention
Forget about your own views
Listening for other messages
What other signals are they giving out
Summarising Summary that captures the essence of what the person has said – non judgmental and ending with a question to check you’ve got it right
Summarising the emotion You notice what has not been said
Testing your assumptions Test out what you and the other person are assuming
Useful Summarising Vocabulary
“So let me try a summary here….”
“I’m keen to see whether I’ve really understood the points you are making…”
“So if I’ve got this right your reasons are….”
“So just to see where we are so far, what you feel is that there are three points……….”
Useful Phrases For Testing Assumptions
“Can I just check what you really want here?”
“Is your assumption that we can/can’t do x because of ….?”
“So you think that customers feel….and therefore they…and the research must find out if this is right or are there reasons?”
“Would you mind tell me what your basic assumptions are here?”
“I’m getting a sense of here of what you want but can I check whether I’ve understood things correctly?”
