The Four Es in Effectiveness

“In all too many businesses, there is a significant and unnecessary gap between strategy and execution: a lack of connection between where the enterprise aims to go and what it can accomplish.”
Creating a Strategy That Works, Paul Leinwand and Cesare Mainardi, Spring 2016

How many times have we heard the We know that many organizations spend too little time on any one of these aspects and wind up missing the mark.  Yes, there is a need for speed in today’s marketplace, but it still requires properly readying the organization for the desired results.  As a strategy executive with a background in analytics and training, I have found that the best results occur when four critical components are activated for effective results:

  1. Excavate: Do a deep-dive business analysis to understand the marketplace, the customer, and the competition, clearly identifying key differentiators that are necessary for success. Where are the business gaps today versus the marketplace and how can those gaps be minimized?  Is there an opportunity on the entire brand or one piece of the business that is getting hurt by competition?  The more clearly you can define the opportunity, the more likely you are to be successful in achieving the desired results.  For example, if looking at the market you see that one price segment is growing in the market faster than on your brand, define the executional tactics that will close that specific gap.  Once you determine the root cause drivers of growth and the clear path that is needed to accomplish your goals, you can state the goal and the three to five key tactics that will drive those results.
  2. Educate: Many companies just set the goal – whether it is a market share number or a dollar growth objective – and set the carrot for hitting this target. We all know that there are right ways and wrong ways to hit a number.  If you want to grow sales by 20%, be specific as to which category, package size, customer segment or channel has the largest opportunities and how you can get there.  Show the organization the gap and the reason for the opportunity, then explain how to close it.  Training allows them to discuss the challenges they face and arms them with the needed capabilities to overcome obstacles.  Provide your team with the tools and the skills to win in the marketplace, then reinforce the tactics for success.
  3. Execute: Establish the timeframe to execute. As in sports, there is a starting point, a goal line and a time on the clock.  Ensure they know their baseline today and the timeframe in which to achieve their desired results.  Check in and coach throughout the process.
  4. Evaluate: Hold people accountable. Do not skip this crucial step.  Accountability creates trust in an organization.  People need to feel that if they do their part, other people will be accountable to do theirs, and together, the team will be successful.  If one part of the team is not measured, fingers will start pointing or a lack of organizational clarity will ensue as one function tries to overcompensate for another.  The organization should have a strategic objective to accomplish the overarching goal, but each team must be measured as to the tactics they are meant to deliver.  Inspect what is expected and provide a clear tracking mechanism for doing so.

Think of this strategic process like the three bases and home plate on a baseball diamond.  Getting singles and doubles are great, but a team only scores if all the bases and cross home plate are crossed.  The process is also an ongoing cycle.  Once you execute, the bar moves and more opportunities are presented.  Each step is critical to drive results, just as there are four Es in effectiveness, defined as the degree to which objectives are achieved and problems are solved.

Bridging the Gap Between Accessibility and Truth

The DIY research trend is gaining traction as it allows marketers, product managers, innovators, designers for established businesses and start-ups to add consumer insight to their decision making in faster, easier and cheaper ways.

With impressive advancements in DIY tools, particularly in user experience, they have become a tantalizing option for any marketer who wants to think creatively to maximize time, money or just get more hands-on. Further, there are many marketers with research-prohibitive budgets who now have access to consumer insight. This is a major development in marketing, especially if you believe the mantra, “Some insight is better than no insight.” This idea, however, operates under the assumption that the DIY research will always provide you with accurate insight.

The truth is, DIY research can provide good consumer insight to give businesses guideposts and indicators of a project’s potential success. The risk, however, is knowing whether the insight is actually true.

HBR published a thought-provoking piece this month titled “Defend Your Research – The Internet Makes You Think You’re Smarter Than You Are” by Scott Berinato. The article sites a study conducted by Yale doctoral candidate, Matthew Fisher and colleagues Mariel Goddu and Frank Kiel. In the study, respondents answered a series of questions such as, “How is glass made?” and “Why are there phases of the moon?” Some respondents could search the Internet for answers. Others could not. Then, they were all asked other questions and were asked to assess their confidence in knowing the answers. The finding? Those who could do online searches in the first set of questions vastly over-estimated their own ability to answer new questions correctly.

The study’s author is talking about this finding in a more general sense, but as a market researcher, I can’t help but apply this phenomenon of “cognitive prosthesis” to our new exciting access to consumer insight in a variety of ways via the Internet.

When marketers have prolific access to information via DIY tools like Survey Monkey and others, or even just Internet search, could that access similarly lead to increased confidence that they actually possess more insight about their customers than they actually do?

Could it lead to a false sense of intimacy, ultimately resulting in a misguided gut?

This phenomenon, to me, feels somewhat like a new form of bias that marketers should be aware of and vigilantly protect against.

It also calls to mind a heightened responsibility for professional market researchers to demonstrate their value in the midst of DIY. For example:

  • Using experience and expertise in problem framing to help clients ensure the right questions is being asked in the first place. Often, simply asking the wrong questions is the culprit of unactionable and impotent insight.
  • Leveraging basic principles of human behavior to guide methods for eliciting insight. It is well known in our field that simply asking people how they feel, how well they like something or whether they will buy it won’t cut it. It takes years of study and/or experience to master the art of inquiry. Without this, you may risk gathering answers, but not necessarily truth.
  • Searching for the big idea. Most of the time, the ah-ha moment doesn’t just reveal itself in a data set, or in interactions with consumers. Usually, you have to dig for it. Looking at data in different ways, using statistical techniques, and using proven interviewing techniques that turn questions around are essential to revealing an insight that is new and interesting.

The study authors suggest that “cognitive prosthesis” can be a problem because “in some professions, we want people to be truly knowledgeable, and not have a false sense of knowledge.” (Their example is doctors). But in the market research world, this idea of “metacognitive awareness” (people’s ability to assess how well they can explain things around them) can be considered another form of bias. An emotional investment in something, leading one to think they know more than they really do.

As marketers consider how DIY fits in their overall insight program, it will be important to make an honest assessment of the biases that may be at play and seek outside sources to help frame problems, ask questions and hunt for revelations that can actually impact business.

Why Do Most Leaders Find Research Reports Boring? Because They Usually Are

Writing compelling research reports — the kind that engage C-level execs — is difficult. It’s not just enough to be clever or smart or to layer on a bunch of language that sounds strategic. Compelling research reports need to make people think differently. Drive change. And, ultimately, lead to profitable changes in products, services, positioning and go-to-market strategies.

So, how can you make this happen on your next research project? How can you deliver a report that’s so impactful and so valuable that even the CFO says that it was money well spent? Here are just a few ideas:

Say goodbye to the report. Who reads a report for fun?  Think of your report like a short film, an Instagram feed, or an engaging magazine article.  How about a game?

Visualize insights through mapping. Compiling insights tells one story. Illustrating them into a map that paints a complete picture elevates those insights to a new level of usefulness.

Profile a whole person. Why do market researchers think it’s inspiring or informative to dissect real humans into a series of bullet points and verbatim quotes?  Bringing whole, real people to life inspires business partners and gives them an instinct for their customer.

Leverage respondent-created media to capture compelling points of view. This typically centers on video, but can also include still photographs and audio recordings. Since a majority of consumers own smart phones, they are already equipped with video cameras and other recording devices. Keep it real and let the respondent do some of the work.

Create experiences through interactive presentations.  Involving team  members with a study’s findings helps them understand the insights better and often leads to impromputu brainstorming on application of the data.

The more it becomes part of your process, the conceptual task of creating reports that are more engaging and more strategically relevant  becomes easier. The possibilities are almost endless. Other ideas include interactive presentations, workbooks, placemats, gamification, immersive role playing and co-creation sessions with respondents and client representatives.