Presentation by Leonard Murphy of GreenBook on Architecting Market Research for the Future. Includes findings of the GRIT Winter 2011 Study.

1. RIDING THE CHANGE WAVE:
ARCHITECTING MARKET
RESEARCH FOR THE FUTURE

2. THE JOURNEY BEGINS…
“RESEARCHERS MUST MAKE THE JOURNEY TO BECOME
CONSULTANTS. THE JOURNEY REQUIRES A SHIFT IN HOW
RESEARCHERS DEFINE THEIR PURPOSE, IN WHAT THEY
PROVIDE THEIR CLIENTS, IN HOW THEY DEFINE VALUE, IN
HOW THEY WORK, AND IN THEIR ABILITY TO INFLUENCE
PEOPLE.
THE FUTURE ROLE OF MARKET RESEARCHERS CAN BE
BOILED DOWN TO FOUR HEADLINES:
1) CONSULT, 2) SYNTHESIZE, 3) TELL A STORY, 4) TAKE A
STAND.”
From New Roles for Marketing Researchers, S. Chadwick and I. Lewis. Leading
Edge Marketing Research, Sage Publishing. Publishing Date Nov 2011

3. THE CLIENT HAS SPOKEN
“Research has become a game of connecting the dots, thinking
like a consultant and being able to pull all kinds of disparate
information together to tell a story that will grow the business.
The skills and expertise required for the role today make
staffing for success difficult. There’s enormous pressure to
evolve the function into something much more than it was
historically. Social analytics is where we’re moving, and data
analytics will be the research currency of tomorrow.”
Michelle Adams
Head of Shopper Insights
PepsiCo
“If you focus on consumer insights, you will develop consumerist
strategies, but if you focus on understanding the human
condition, then you will understand people’s lives in totality
and, therefore, probably have a much better chance of coming up
with breakthrough ideas.”
Stan Sthanunathan, Vice President,
Marketing Strategy & Insights,
The Coca-Cola Company
All quotes were collected from public sources.

4. DRIVERS OF CHANGE
New
competitors:
Marketing
Agencies, BI
Tech, DIY, SM
Client
Human demands:
Capital: ROI, Integrati
Changing skill on, Implicatio
sets ns &
Outcomes
Market
Research
Suppliers
Consumers:
Economics:
Engagement,
Cheaper, Fast
Socialization,
er, Better
Fun, Rewards
Technology:
SM, Mobile, C
onverged
Lifestyle

5. ONLINE PARADIGM SHIFTS TO MOBILE

6. THE MOBILE DRIVEN DATA ECONOMY

7. AN INDUSTRY IN TRANSITION
• Data ponds
• Methodological rigor
Traditional • Objective Reporting
Business • Low touch
Model for • Production models
• Slow to adapt to technology
MR • Process vs. People
• Market focus
• Data Rivers
• Methodologically curious
• Narratives & Implications
Transition • High touch
Model • Deep partnerships
• Embracing technology
• People vs. Process
• Regional focus
• Data Oceans
• Methodologically agnostic
• Narratives, Implications &
Outcomes
Future • High touch
Model • Integration with client orgs
• Leading technology
• People-driven
• Glocal focus

8. DON’T TAKE MY WORD ON IT
Almost 60% of Client Research VPs expect major transformation by 2020*
70% of whom expect this to be evident by 2015
Source: Cambiar Future of Research Study, 2011 *38% among total respondents (N=160)

9. SURVEY SAYS!

10. THE GREENBOOK RESEARCH INDUSTRY TRENDS STUDY
Summer
Fall ’11 Fall’10 Spring’10 2009 2008 2007 2006 2005 2004 2003
2011
Base: (818) (1008) (673) (875) (512) (284) (366) (600) (336) (720) (431)
Full-service
50% 43% 41% 48% 43% 46% 43% 43% 50% 44% 36%
providers
Research
18% 23% 26% 21% 26% 24% 21% 15% 13% 12% 14%
consultancy
Academic/non-
1% 3% 14% 2% 4% 4% 7% 7% 7% 7% 18%
profit/medical
Data Collection
12% 9% 10% 10% 14% 13% 15% 20% 18% 5% 6%
(Quant/Qual)
Research
15% 16% 6% 17% 11% 10% 11% 12% 9% 18% 22%
client/buyer
Advertising
3% 3% 3% 3% 4% 3% 3% 3% 4% 4% 5%
agency

11. IS IT REALLY CHANGE WE CAN BELIEVE IN?
Research buyer or client Research provider or supplier
I'm excited for my future and can't wait. 20%
16%
I see much more opportunity than threat 34%
23%
I see more opportunity than threat 38%
27%
I see equal measures of threat and 7%
opportunity 27%
I see more threat than opportunity 1%
3%
I see these changes as much more threat 0%
than opportunity 3%
These things threaten our industry and my 0%
job. 1%
0% 10% 20% 30% 40%
Research buyer or client Research provider or supplier Note: Among research buyers (n=95) and research suppliers (n=470).
Tremendous 3%
6%
A lot 30%
32%
Quite a bit 31%
32%
Some 32%
26%
Very little 4%
4%
0% 10% 20% 30% 40%
Note: Among research buyers (n=149) and research suppliers (n=669).

12. PERCEIVED THREATS & OPPORTUNITIES
Companies doing
Research their own
becoming a low research/in house
cost research/DIY
commodity/more surveys
focus on low cost
possibilities
Innovative/new
methodologies
Lack of Customer
budget/limited Online techniques centered solutions
funding/cost replacing humans
cutting
Social media
monitoring/minin More data to Mobile research
Lack of skills to analyze applications
g social media
compete
comments
effectively
instead of actual
research
More focus on
faster research Measuring real Social media
alternatives/appr responses research
oaches
Neuromarketing

13. IMPORTANCE OF FACTORS IN SELECTING SUPPLIERS
Quantitative Research Qualitative Research
Listens well and understands client needs 93% 92%
Good relationship with client/supplier 92% 90%
Completes research in an agreed-upon time 90% 89%
Has knowledgeable staff 90% 86%
Familiarity with client needs 89% 90%
Previous experience with client/supplier 88% 86%
Rapid response to requests 88% 87%
Familiarity with the industry or category 82% 85%
Good reputation in the industry 81% 82%
High quality analysis 81% 81%
Flexibility on changing project parameters 78% 84%
Provides highest data quality 77% 76%
Breadth of experience in the target segment 75% 81%
Consultation on best practices and methodology… 68% 68%
Provides data analysis services 66% 48%
Length of experience/time in business 62% 69%
Understands new consumer communication channels &… 52% 53%
Lowest price 50% 42%
Offers unique methodology or approach 49% 51%
Uses sophisticated collectionresearch… 48% 34%
Company is financially stable 45% 41%
Uses the latest data collection technology 41% 32%
Also does qualitative/quantitative research 32% 33%
Uses the latest statistical/analytical packages 31% 19%
Company owns its own research panel 20% 17%
0% 100% 0% 100%
Note: Among Quantitative Research (n=726) and Qualitative Supplier research suppliers (n=700).

14. DEMAND FOR A NEW BUSINESS MODEL
“Market research is in
transition. Clients want
more meaningful
insights to create
new growth
opportunities.”

15. MR FIRMS ARE ALREADY SHIFTING
Research Providers/ Suppliers
25%
39%
Traditional
Business Consultant
Strategic Insights
35%
Note: Among research suppliers (n=268).

16. THE BIGGEST GROWTH AREAS IN MARKET
RESEARCH

17. CHARACTERISTICS OF THE METHODOLOGICAL SHIFT
Industry Transition
From To
Questioning Discussing
Asking Observing
Data (collection) Insight (analysis)
Insight Foresight
“The Big Survey” “Data Streams”
Rational Emotional
Geographically Fixed Mobile
Quarterly Trackers MROCs
Explore-Create-Test-Launch Co-create
Siloed Converged

18. WHAT EMERGING TECHNIQUES ARE BEING USED TODAY?
Online Communities 36%
33%
Social Media Analytics 30%
27%
Eye Tracking 27%
15%
Mobile Surveys 17%
24%
Text Analytics 16%
21%
12%
Webcam-Based Interviews 19%
Virtual Environments 11%
7%
11%
NeuroMarketing 4%
Visualization Analytics 7%
8%
Prediction Markets 7%
10%
Mobile Ethnography 7%
14%
7%
Crowdsourcing
8%
Apps' based research 6%
11%
Mobile Qualitative 5%
13%
5%
Biometric Response 5% Research buyer or client
Facial analysis 4%
6% Research provider or supplier
Gamification methods 3%
6%
None of these 28%
31%
0% 5% 10% 15% 20% 25% 30% 35% 40%
Note: Among research buyers (n=149) and research suppliers (n=669).

19. WHAT EMERGING RESEARCH TECHNIQUES WILL BE USED IN 2012?
Online Communities 66%
64%
Social Media Analytics 66%
59%
Mobile Surveys 53%
64%
43%
Text Analytics 45%
Webcam-Based Interviews 35%
46%
32%
Apps' based research 40%
31%
Mobile Qualitative 46%
31%
Mobile Ethnography 43%
31%
Eye Tracking 21%
Virtual Environments 23%
22%
Crowdsourcing 19%
24%
Visualization Analytics 17%
24%
16%
Prediction Markets 21%
13%
Biometric Response 10% Research buyer or client
11%
Gamification methods 25%
Research provider or supplier
11%
NeuroMarketing 11%
9%
Facial analysis 13%
0% 10% 20% 30% 40% 50% 60% 70%
Note: Among research buyers (n=149) and research suppliers (n=669).

20. THE RESEARCHER OF THE FUTURE: RECRUITING FOR
FUTURE GROWTH

21. Client researchers and suppliers have
developed as project managers, becoming
more proficient at managing projects as their
careers developed. The river concept offers a
paradigm shift in which researchers will need
to become synthesizers. This will require
substantial training, rewriting of job
descriptions, and reevaluating hiring criteria.
The Shape of Marketing Research in 2021
JAR March 2011
Micu, Dedeker, Lewis, Moran, Netzer, Plummer and Rubinson

22. EMERGING RESEARCH MANAGER ROLE
Role: to leverage a wide range of information sources in order to drive business impact
What are the emerging What are the emerging
responsibilities? success factors?
• Understand specific business • Business knowledge
needs of client and other
business functions • Consulting skills
• Mine information sources • Understanding of wide range of
information sources
• Supplement information
sources with research studies • Ability to synthesize from a
if needed wide range of information
sources
• Synthesize information, identify
insights and recommend • Storytelling skills
actions
• Communicate and follow-up to
create business impact
From New Roles for Marketing Researchers, S. Chadwick and I. Lewis. Leading Edge Marketing Research, Sage Publishing.
Publishing Date Nov 2011

23. NEW SKILLS FOR A NEW ERA
FUTURIST
JOURNALIST
ANTHROPOLOGIST
CONSULTANT
STRATEGIST
ANALYST

24. WHAT ARE THE SKILLS FOR SUCCESS?
The Researcher The Researcher
of Today of the Future

25. CONSULTING AND STORYTELLING ARE TOP TRAINING NEEDS
% Rate as Top 3 Training Need Among 9 Needs plus “other”
Consulting skills 63 71% large depts.
Storytelling and other impactful 62% VP+,
54 61% large dept.
presentation skills
Influencing skills 40 49% large dept.
Synthesis of info from multiple
38
sources
Developing rich insights 36 54% Analyst
Innovative research methodologies 31 53% < 5 yrs in MR
Source: Cambiar Future of Research Study, 2011

26. THE TYPES OF ROLES GRIT RESPONDENTS EXPECT TO HIRE
Total Client Suppliers Gap
Base: (1008) (209) (799) +/-
% % %
More social media experts 53% 53% 54% -1%
More marketing strategists 46% 54% 43% 9%
More data integration experts 40% 45% 38% 7%
More experts in the mechanics and
39% 28% 42% -14%
technologies of data collection
More business strategists 32% 41% 30% 11%
More bilingual (or poly-lingual) employees 30% 21% 32% -9%
More sociologists or anthropologists 23% 14% 25% -11%
More process (i.e., supply chain) strategists 10% 10% 11% -1%
More field interviewers 7% 4% 8% -4%
Other 11% 9% 12% -3%
None of these/ No new skills 8% 7% 8% -1%

27. THE RESEARCHERS OF THE FUTURE WILL BE:

28. ARCHITECTING THE MARKET
RESEARCH FIRM OF THE FUTURE

29. BASELINE FORECAST FOR MARKET RESEARCH
Telephone & web-based survey research declines dramatically.
Surveys become much shorter.
Target demographic panels become highly valued as participation rates drop.
Listening, as defined by real-time social media monitoring and MROCs, flourishes.
Research becomes more mobile, geography and time focused.
As more is discovered about our emotion-based decisions, the industry begins to focus more on
emotional measurement (projective techniques, eye tracking, facial scanning, neuromarketing).
Overwhelmed by data, but lacking insights, corporations turn to data-insights consultants that
analyze multiple data streams within a corporation. IBM is clearly headed in this direction, as are
some management consulting firms.
The “data-driven insights industry” booms, but large, traditional, market research firms struggle to
keep up. New entrants overwhelm and redefine the field.
The “data-driven insights industry” undergoes a merger between traditional MR, management
consulting research, social media listening, CRM, shopper trends, neuroscience, predictive analytics
and strategic foresight.

30. WHERE DOES TRANSFORMATION BEGIN?
“Strategic differentiation
does not occur by
delivering data, it occurs
by redesigning thinking”

31. THE 4 AREAS WE MUST RETHINK
1. Client Needs & Expectations 4. Process
2. People Skills and Capabilities 3. Technology Enablers

32. CREATING A NEW VISION
Building a holistic model that is based on leveraging key values and strengths in new
ways to lead the future
Data
Synthesis
Strategic
Measurable
Insight
Client ROI
Consulting
Delivering Innovative
Impact Approaches
Curious & Leading-edge
Creative Technology

33. GRIT 50: THE MR FIRMS OF THE FUTURE
2010 2010 2011 2010 2010
2011 Rank Company Votes Votes Rank Difference Rank Company Votes Votes Rank Difference
1 BrainJuicer 204 60 1 0 26 Maritz 12 11 15 (11)
2 Ipsos 110 25 5 3 27 Qualtrics 12 0 0 58
3 Vision Critical 88 32 3 0 28 Insight Consulting Services 10 0 0 57
4 Kantar Operations/TNS 84 32 2 (2) 29 SSI 10 0 0 56
5 Nielsen 77 25 6 1 30 Conversition 10 0 0 55
6 GfK 64 17 7 1 31 Decipher 10 0 0 54
7 Synovate 59 31 4 (3) 32 FreshMinds 9 0 0 53
8 itracks 47 18 8 0 33 Burke 9 7 28 (5)
9 20/20 Research 38 15 9 0 34 comScore 9 0 0 51
10 Millward Brown 29 14 11 1 35 Sawtooth 9 0 0 50
11 InSites 26 5 38 27 36 GMI 8 0 0 49
Lieberman Research
12 Affinnova 26 9 21 9 37 Worldwide 8 4 40 3
13 Anderson Analytics 22 21 7 (6) 38 Firefish 8 0 0 47
14 Qualvu 21 11 16 2 39 Flamingo 8 0 0 46
15 MarketTools 20 7 27 12 40 Forrester 8 6 32 (8)
16 Communispace 20 15 11 (5) 41 MESH Planning 8 0 0 44
17 Toluna 19 10 20 3 42 BuzzBack 7 4 45 3
18 Revelation 18 10 19 1 43 Join the Dots 7 0 0 42
Research Through
19 Harris Interactive 17 0 0 66 44 Gaming 7 0 0 41
20 NeuroFocus 16 8 22 2 45 Truth 7 5 39 (6)
21 Research Now 16 8 24 3 46 Gallup 7 6 30 (16)
22 Hall & Partners 14 6 31 9 47 SymphonyIRI 6 0 0 38
23 e-Rewards 14 6 33 10 48 EmSense 6 6 29 (19)
24 Hotspex 12 0 0 61 49 Schlesinger 6 0 0 36
25 uSamp 12 4 49 24 50 McKinsey 6 0 0 35

34. THE FUTURE IS UP TO YOU; WHICH WAY WILL
YOU GO NOW?