The very last meeting I attended when I was with my previous employer did not go particularly well. It was the weekly meeting of senior execs and on the agenda were things like staff training, client account management, and the usual HR concerns. I already knew that I was going to be leaving the organisation, so I wanted to end by contributing something which I felt was very important. “I want to run some staff training on SPSS.”
I didn’t expect the answer from my senior colleague. She asked simply: “why?”
I was quite taken aback, and I must admit I fumbled for an answer, mumbling things like; “extracting more value from the data we collect.” I can’t remember my exact words but they were along those lines. Anyway the workshop suggestion got kiboshed, and I left the organisation a few weeks later.
Three weeks ago one of the bigger clients of that same organisation announced that they were getting SPSS in-house, and they introduced me to a new member of the team, a particularly bright analyst who had previously worked with the banks.
I realised I had just witnessed a well expressed closure to my fumbling argument from 18 months earlier. The reason we need to smarten up our analytical skills as market researchers is because if we don’t, we will simply get overshadowed by our clients.
In fact I see this all over the place. In-house analytical units within banks are using SPSS and SAS quite routinely, and most of the major banks have adopted text analysis software to help them swiftly code and analyse their vast streams of incoming verbal feedback. The text analysis centre-of-gravity in New Zealand is located client side, and not on the side of the market research industry. The same could be said of Big Data analytics. MR companies are scarcely in the picture.
Meanwhile, what is happening within market research companies? Well this last week I’ve been in conversation with two analysts looking for better more challenging roles than they have been given within their market research firms. One of them, an employee with one of New Zealand’s leading MR firms, (and one I largely admire – they are by every measure a world-class operator,) had for several years been asked to produce crosstabs and other descriptive outputs, and had on no occasion, ever, had his mental capabilities even remotely stretched. I’m talking about a graduate in statistics who has effectively been cudgeled to death by the rote boredom of low calorie market research thinking. I asked what he was equipped with, software-wise and he told me: “Microsoft Excel.”
This is simply not good enough both professionally or stragically. While globally the volume of marketing data analytics is growing by something like 45% per annum, the market research industry is relatively flat-lining or showing single digit growth at best. In other words most of the growth is happening over at the client’s place. And they aren’t even specialists in data.
If the market research industry wishes to gain relevancy, then it has got to offer something that clients can’t provide for themselves. It used to be the market researchers provided unrivalled capabilities in the design and execution and analysis of market research projects. The key word here is “unrivalled” but I’m afraid the leading research firms are being simply outstripped by their own clients.
The mystery to me is why the larger firms appear blind to this phenomenon. Perhaps in building their systems around undernourished, under-equipped DP departments, they have a wonderfully profitable business model. Pay monkey wages, and equip them with Excel. And for that matter, keep them at arms length from the client so they never get to see how their work even made a difference. The old production line model. Tighten the screws and send it along the line.
Or perhaps the big firms are simply comfortable in doing things the way that I’ve always done, or perhaps senior managers, having grown up in Kitty Hawk thinking lack the imagination or the will to fly into the stratosphere.
Either way, if I was a young analyst and looking at my career prospects my attention would be over on the client side, or on dedicated data analytics operators such as Infotools. That’s actually a painful thing for me to say, speaking as a life member of my market research professional body. But if the status quo prevails, then we are going to see not just the relative decline, but the absolute decline of our industry.
What can market research firms do to rectify this problem? Here are 4 suggestions:
- Invest in decent analytical software. Just do it. A few thousand dollars – for a much better return than sending your exec to that overseas conference.
- Reignite the spirit of innovation becomes from your groovy team of analysts. Rather than focus merely on descriptive data, let them loose on the meta data – the stuff that explains the architecture of the public mood.
- Develop a value add proposition to take to clients. Look, all of us can describe the results of a survey, but we market researchers know how to make that data sing and drive decision-making.
- Employ specialists in big data, so that as market research companies we can integrate the thinking that comes from market surveys, and qualitative work, with the massive data sitting largely untouched in the world of the client.
In my view market research industry has been going off-course for the last 20 years. We are stuck at Kitty Hawk. We stopped shooting for the moon.