conclusion in marketing research

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How to Write a Conclusion for Research Papers (with Examples)

The conclusion of a research paper is a crucial section that plays a significant role in the overall impact and effectiveness of your research paper. However, this is also the section that typically receives less attention compared to the introduction and the body of the paper. The conclusion serves to provide a concise summary of the key findings, their significance, their implications, and a sense of closure to the study. Discussing how can the findings be applied in real-world scenarios or inform policy, practice, or decision-making is especially valuable to practitioners and policymakers. The research paper conclusion also provides researchers with clear insights and valuable information for their own work, which they can then build on and contribute to the advancement of knowledge in the field.

The research paper conclusion should explain the significance of your findings within the broader context of your field. It restates how your results contribute to the existing body of knowledge and whether they confirm or challenge existing theories or hypotheses. Also, by identifying unanswered questions or areas requiring further investigation, your awareness of the broader research landscape can be demonstrated.

Remember to tailor the research paper conclusion to the specific needs and interests of your intended audience, which may include researchers, practitioners, policymakers, or a combination of these.

Table of Contents

What is a conclusion in a research paper, summarizing conclusion, editorial conclusion, externalizing conclusion, importance of a good research paper conclusion, how to write a conclusion for your research paper, research paper conclusion examples.

• How to write a research paper conclusion with Paperpal? 

Frequently Asked Questions

A conclusion in a research paper is the final section where you summarize and wrap up your research, presenting the key findings and insights derived from your study. The research paper conclusion is not the place to introduce new information or data that was not discussed in the main body of the paper. When working on how to conclude a research paper, remember to stick to summarizing and interpreting existing content. The research paper conclusion serves the following purposes: 1

• Warn readers of the possible consequences of not attending to the problem.
• Recommend specific course(s) of action.
• Restate key ideas to drive home the ultimate point of your research paper.
• Provide a “take-home” message that you want the readers to remember about your study.

Types of conclusions for research papers

In research papers, the conclusion provides closure to the reader. The type of research paper conclusion you choose depends on the nature of your study, your goals, and your target audience. I provide you with three common types of conclusions:

A summarizing conclusion is the most common type of conclusion in research papers. It involves summarizing the main points, reiterating the research question, and restating the significance of the findings. This common type of research paper conclusion is used across different disciplines.

An editorial conclusion is less common but can be used in research papers that are focused on proposing or advocating for a particular viewpoint or policy. It involves presenting a strong editorial or opinion based on the research findings and offering recommendations or calls to action.

An externalizing conclusion is a type of conclusion that extends the research beyond the scope of the paper by suggesting potential future research directions or discussing the broader implications of the findings. This type of conclusion is often used in more theoretical or exploratory research papers.

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The conclusion in a research paper serves several important purposes:

• Offers Implications and Recommendations : Your research paper conclusion is an excellent place to discuss the broader implications of your research and suggest potential areas for further study. It’s also an opportunity to offer practical recommendations based on your findings.
• Provides Closure : A good research paper conclusion provides a sense of closure to your paper. It should leave the reader with a feeling that they have reached the end of a well-structured and thought-provoking research project.
• Leaves a Lasting Impression : Writing a well-crafted research paper conclusion leaves a lasting impression on your readers. It’s your final opportunity to leave them with a new idea, a call to action, or a memorable quote.

Writing a strong conclusion for your research paper is essential to leave a lasting impression on your readers. Here’s a step-by-step process to help you create and know what to put in the conclusion of a research paper: 2

• Research Statement : Begin your research paper conclusion by restating your research statement. This reminds the reader of the main point you’ve been trying to prove throughout your paper. Keep it concise and clear.
• Key Points : Summarize the main arguments and key points you’ve made in your paper. Avoid introducing new information in the research paper conclusion. Instead, provide a concise overview of what you’ve discussed in the body of your paper.
• Address the Research Questions : If your research paper is based on specific research questions or hypotheses, briefly address whether you’ve answered them or achieved your research goals. Discuss the significance of your findings in this context.
• Significance : Highlight the importance of your research and its relevance in the broader context. Explain why your findings matter and how they contribute to the existing knowledge in your field.
• Implications : Explore the practical or theoretical implications of your research. How might your findings impact future research, policy, or real-world applications? Consider the “so what?” question.
• Future Research : Offer suggestions for future research in your area. What questions or aspects remain unanswered or warrant further investigation? This shows that your work opens the door for future exploration.
• Closing Thought : Conclude your research paper conclusion with a thought-provoking or memorable statement. This can leave a lasting impression on your readers and wrap up your paper effectively. Avoid introducing new information or arguments here.
• Proofread and Revise : Carefully proofread your conclusion for grammar, spelling, and clarity. Ensure that your ideas flow smoothly and that your conclusion is coherent and well-structured.

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Remember that a well-crafted research paper conclusion is a reflection of the strength of your research and your ability to communicate its significance effectively. It should leave a lasting impression on your readers and tie together all the threads of your paper. Now you know how to start the conclusion of a research paper and what elements to include to make it impactful, let’s look at a research paper conclusion sample.

How to write a research paper conclusion with Paperpal?

A research paper conclusion is not just a summary of your study, but a synthesis of the key findings that ties the research together and places it in a broader context. A research paper conclusion should be concise, typically around one paragraph in length. However, some complex topics may require a longer conclusion to ensure the reader is left with a clear understanding of the study’s significance. Paperpal, an AI writing assistant trusted by over 800,000 academics globally, can help you write a well-structured conclusion for your research paper. 

• Sign Up or Log In: Create a new Paperpal account or login with your details.  
• Navigate to Features : Once logged in, head over to the features’ side navigation pane. Click on Templates and you’ll find a suite of generative AI features to help you write better, faster.  
• Generate an outline: Under Templates, select ‘Outlines’. Choose ‘Research article’ as your document type.  
• Select your section: Since you’re focusing on the conclusion, select this section when prompted.  
• Choose your field of study: Identifying your field of study allows Paperpal to provide more targeted suggestions, ensuring the relevance of your conclusion to your specific area of research. 
• Provide a brief description of your study: Enter details about your research topic and findings. This information helps Paperpal generate a tailored outline that aligns with your paper’s content. 
• Generate the conclusion outline: After entering all necessary details, click on ‘generate’. Paperpal will then create a structured outline for your conclusion, to help you start writing and build upon the outline.  
• Write your conclusion: Use the generated outline to build your conclusion. The outline serves as a guide, ensuring you cover all critical aspects of a strong conclusion, from summarizing key findings to highlighting the research’s implications. 
• Refine and enhance: Paperpal’s ‘Make Academic’ feature can be particularly useful in the final stages. Select any paragraph of your conclusion and use this feature to elevate the academic tone, ensuring your writing is aligned to the academic journal standards. 

By following these steps, Paperpal not only simplifies the process of writing a research paper conclusion but also ensures it is impactful, concise, and aligned with academic standards. Sign up with Paperpal today and write your research paper conclusion 2x faster .  

The research paper conclusion is a crucial part of your paper as it provides the final opportunity to leave a strong impression on your readers. In the research paper conclusion, summarize the main points of your research paper by restating your research statement, highlighting the most important findings, addressing the research questions or objectives, explaining the broader context of the study, discussing the significance of your findings, providing recommendations if applicable, and emphasizing the takeaway message. The main purpose of the conclusion is to remind the reader of the main point or argument of your paper and to provide a clear and concise summary of the key findings and their implications. All these elements should feature on your list of what to put in the conclusion of a research paper to create a strong final statement for your work.

A strong conclusion is a critical component of a research paper, as it provides an opportunity to wrap up your arguments, reiterate your main points, and leave a lasting impression on your readers. Here are the key elements of a strong research paper conclusion: 1. Conciseness : A research paper conclusion should be concise and to the point. It should not introduce new information or ideas that were not discussed in the body of the paper. 2. Summarization : The research paper conclusion should be comprehensive enough to give the reader a clear understanding of the research’s main contributions. 3 . Relevance : Ensure that the information included in the research paper conclusion is directly relevant to the research paper’s main topic and objectives; avoid unnecessary details. 4 . Connection to the Introduction : A well-structured research paper conclusion often revisits the key points made in the introduction and shows how the research has addressed the initial questions or objectives. 5. Emphasis : Highlight the significance and implications of your research. Why is your study important? What are the broader implications or applications of your findings? 6 . Call to Action : Include a call to action or a recommendation for future research or action based on your findings.

The length of a research paper conclusion can vary depending on several factors, including the overall length of the paper, the complexity of the research, and the specific journal requirements. While there is no strict rule for the length of a conclusion, but it’s generally advisable to keep it relatively short. A typical research paper conclusion might be around 5-10% of the paper’s total length. For example, if your paper is 10 pages long, the conclusion might be roughly half a page to one page in length.

In general, you do not need to include citations in the research paper conclusion. Citations are typically reserved for the body of the paper to support your arguments and provide evidence for your claims. However, there may be some exceptions to this rule: 1. If you are drawing a direct quote or paraphrasing a specific source in your research paper conclusion, you should include a citation to give proper credit to the original author. 2. If your conclusion refers to or discusses specific research, data, or sources that are crucial to the overall argument, citations can be included to reinforce your conclusion’s validity.

The conclusion of a research paper serves several important purposes: 1. Summarize the Key Points 2. Reinforce the Main Argument 3. Provide Closure 4. Offer Insights or Implications 5. Engage the Reader. 6. Reflect on Limitations

Remember that the primary purpose of the research paper conclusion is to leave a lasting impression on the reader, reinforcing the key points and providing closure to your research. It’s often the last part of the paper that the reader will see, so it should be strong and well-crafted.

• Makar, G., Foltz, C., Lendner, M., & Vaccaro, A. R. (2018). How to write effective discussion and conclusion sections. Clinical spine surgery, 31(8), 345-346.
• Bunton, D. (2005). The structure of PhD conclusion chapters.  Journal of English for academic purposes ,  4 (3), 207-224.

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10.2 Steps in the Marketing Research Process

Learning objective.

• Describe the basic steps in the marketing research process and the purpose of each step.

The basic steps used to conduct marketing research are shown in Figure 10.6 “Steps in the Marketing Research Process” . Next, we discuss each step.

Figure 10.6 Steps in the Marketing Research Process

Step 1: Define the Problem (or Opportunity)

There’s a saying in marketing research that a problem half defined is a problem half solved. Defining the “problem” of the research sounds simple, doesn’t it? Suppose your product is tutoring other students in a subject you’re a whiz at. You have been tutoring for a while, and people have begun to realize you’re darned good at it. Then, suddenly, your business drops off. Or it explodes, and you can’t cope with the number of students you’re being asked help. If the business has exploded, should you try to expand your services? Perhaps you should subcontract with some other “whiz” students. You would send them students to be tutored, and they would give you a cut of their pay for each student you referred to them.

Both of these scenarios would be a problem for you, wouldn’t they? They are problems insofar as they cause you headaches. But are they really the problem? Or are they the symptoms of something bigger? For example, maybe your business has dropped off because your school is experiencing financial trouble and has lowered the number of scholarships given to incoming freshmen. Consequently, there are fewer total students on campus who need your services. Conversely, if you’re swamped with people who want you to tutor them, perhaps your school awarded more scholarships than usual, so there are a greater number of students who need your services. Alternately, perhaps you ran an ad in your school’s college newspaper, and that led to the influx of students wanting you to tutor them.

Businesses are in the same boat you are as a tutor. They take a look at symptoms and try to drill down to the potential causes. If you approach a marketing research company with either scenario—either too much or too little business—the firm will seek more information from you such as the following:

• In what semester(s) did your tutoring revenues fall (or rise)?
• In what subject areas did your tutoring revenues fall (or rise)?
• In what sales channels did revenues fall (or rise): Were there fewer (or more) referrals from professors or other students? Did the ad you ran result in fewer (or more) referrals this month than in the past months?
• Among what demographic groups did your revenues fall (or rise)—women or men, people with certain majors, or first-year, second-, third-, or fourth-year students?

The key is to look at all potential causes so as to narrow the parameters of the study to the information you actually need to make a good decision about how to fix your business if revenues have dropped or whether or not to expand it if your revenues have exploded.

The next task for the researcher is to put into writing the research objective. The research objective is the goal(s) the research is supposed to accomplish. The marketing research objective for your tutoring business might read as follows:

To survey college professors who teach 100- and 200-level math courses to determine why the number of students referred for tutoring dropped in the second semester.

This is admittedly a simple example designed to help you understand the basic concept. If you take a marketing research course, you will learn that research objectives get a lot more complicated than this. The following is an example:

“To gather information from a sample representative of the U.S. population among those who are ‘very likely’ to purchase an automobile within the next 6 months, which assesses preferences (measured on a 1–5 scale ranging from ‘very likely to buy’ to ‘not likely at all to buy’) for the model diesel at three different price levels. Such data would serve as input into a forecasting model that would forecast unit sales, by geographic regions of the country, for each combination of the model’s different prices and fuel configurations (Burns & Bush, 2010).”

Now do you understand why defining the problem is complicated and half the battle? Many a marketing research effort is doomed from the start because the problem was improperly defined. Coke’s ill-fated decision to change the formula of Coca-Cola in 1985 is a case in point: Pepsi had been creeping up on Coke in terms of market share over the years as well as running a successful promotional campaign called the “Pepsi Challenge,” in which consumers were encouraged to do a blind taste test to see if they agreed that Pepsi was better. Coke spent four years researching “the problem.” Indeed, people seemed to like the taste of Pepsi better in blind taste tests. Thus, the formula for Coke was changed. But the outcry among the public was so great that the new formula didn’t last long—a matter of months—before the old formula was reinstated. Some marketing experts believe Coke incorrectly defined the problem as “How can we beat Pepsi in taste tests?” instead of “How can we gain market share against Pepsi?” (Burns & Bush, 2010)

New Coke Is It! 1985

(click to see video)

This video documents the Coca-Cola Company’s ill-fated launch of New Coke in 1985.

1985 Pepsi Commercial—“They Changed My Coke”

This video shows how Pepsi tried to capitalize on the blunder.

Step 2: Design the Research

The next step in the marketing research process is to do a research design. The research design is your “plan of attack.” It outlines what data you are going to gather and from whom, how and when you will collect the data, and how you will analyze it once it’s been obtained. Let’s look at the data you’re going to gather first.

There are two basic types of data you can gather. The first is primary data. Primary data is information you collect yourself, using hands-on tools such as interviews or surveys, specifically for the research project you’re conducting. Secondary data is data that has already been collected by someone else, or data you have already collected for another purpose. Collecting primary data is more time consuming, work intensive, and expensive than collecting secondary data. Consequently, you should always try to collect secondary data first to solve your research problem, if you can. A great deal of research on a wide variety of topics already exists. If this research contains the answer to your question, there is no need for you to replicate it. Why reinvent the wheel?

Sources of Secondary Data

Your company’s internal records are a source of secondary data. So are any data you collect as part of your marketing intelligence gathering efforts. You can also purchase syndicated research. Syndicated research is primary data that marketing research firms collect on a regular basis and sell to other companies. J.D. Power & Associates is a provider of syndicated research. The company conducts independent, unbiased surveys of customer satisfaction, product quality, and buyer behavior for various industries. The company is best known for its research in the automobile sector. One of the best-known sellers of syndicated research is the Nielsen Company, which produces the Nielsen ratings. The Nielsen ratings measure the size of television, radio, and newspaper audiences in various markets. You have probably read or heard about TV shows that get the highest (Nielsen) ratings. (Arbitron does the same thing for radio ratings.) Nielsen, along with its main competitor, Information Resources, Inc. (IRI), also sells businesses scanner-based research . Scanner-based research is information collected by scanners at checkout stands in stores. Each week Nielsen and IRI collect information on the millions of purchases made at stores. The companies then compile the information and sell it to firms in various industries that subscribe to their services. The Nielsen Company has also recently teamed up with Facebook to collect marketing research information. Via Facebook, users will see surveys in some of the spaces in which they used to see online ads (Rappeport, Gelles, 2009).

By contrast, MarketResearch.com is an example of a marketing research aggregator. A marketing research aggregator is a marketing research company that doesn’t conduct its own research and sell it. Instead, it buys research reports from other marketing research companies and then sells the reports in their entirety or in pieces to other firms. Check out MarketResearch.com’s Web site. As you will see there are a huge number of studies in every category imaginable that you can buy for relatively small amounts of money.

Figure 10.7

Market research aggregators buy research reports from other marketing research companies and then resell them in part or in whole to other companies so they don’t have to gather primary data.

Source: http://www.marketresearch.com .

Your local library is a good place to gather free secondary data. It has searchable databases as well as handbooks, dictionaries, and books, some of which you can access online. Government agencies also collect and report information on demographics, economic and employment data, health information, and balance-of-trade statistics, among a lot of other information. The U.S. Census Bureau collects census data every ten years to gather information about who lives where. Basic demographic information about sex, age, race, and types of housing in which people live in each U.S. state, metropolitan area, and rural area is gathered so that population shifts can be tracked for various purposes, including determining the number of legislators each state should have in the U.S. House of Representatives. For the U.S. government, this is primary data. For marketing managers it is an important source of secondary data.

The Survey Research Center at the University of Michigan also conducts periodic surveys and publishes information about trends in the United States. One research study the center continually conducts is called the “Changing Lives of American Families” ( http://www.isr.umich.edu/home/news/research-update/2007-01.pdf ). This is important research data for marketing managers monitoring consumer trends in the marketplace. The World Bank and the United Nations are two international organizations that collect a great deal of information. Their Web sites contain many free research studies and data related to global markets. Table 10.1 “Examples of Primary Data Sources versus Secondary Data Sources” shows some examples of primary versus secondary data sources.

Table 10.1 Examples of Primary Data Sources versus Secondary Data Sources

Gauging the Quality of Secondary Data

When you are gathering secondary information, it’s always good to be a little skeptical of it. Sometimes studies are commissioned to produce the result a client wants to hear—or wants the public to hear. For example, throughout the twentieth century, numerous studies found that smoking was good for people’s health. The problem was the studies were commissioned by the tobacco industry. Web research can also pose certain hazards. There are many biased sites that try to fool people that they are providing good data. Often the data is favorable to the products they are trying to sell. Beware of product reviews as well. Unscrupulous sellers sometimes get online and create bogus ratings for products. See below for questions you can ask to help gauge the credibility of secondary information.

Gauging the Credibility of Secondary Data: Questions to Ask

• Who gathered this information?
• For what purpose?
• What does the person or organization that gathered the information have to gain by doing so?
• Was the information gathered and reported in a systematic manner?
• Is the source of the information accepted as an authority by other experts in the field?
• Does the article provide objective evidence to support the position presented?

Types of Research Design

Now let’s look specifically at the types of research designs that are utilized. By understanding different types of research designs, a researcher can solve a client’s problems more quickly and efficiently without jumping through more hoops than necessary. Research designs fall into one of the following three categories:

• Exploratory research design
• Descriptive research design
• Causal research design (experiments)

An exploratory research design is useful when you are initially investigating a problem but you haven’t defined it well enough to do an in-depth study of it. Perhaps via your regular market intelligence, you have spotted what appears to be a new opportunity in the marketplace. You would then do exploratory research to investigate it further and “get your feet wet,” as the saying goes. Exploratory research is less structured than other types of research, and secondary data is often utilized.

One form of exploratory research is qualitative research. Qualitative research is any form of research that includes gathering data that is not quantitative, and often involves exploring questions such as why as much as what or how much . Different forms, such as depth interviews and focus group interviews, are common in marketing research.

The depth interview —engaging in detailed, one-on-one, question-and-answer sessions with potential buyers—is an exploratory research technique. However, unlike surveys, the people being interviewed aren’t asked a series of standard questions. Instead the interviewer is armed with some general topics and asks questions that are open ended, meaning that they allow the interviewee to elaborate. “How did you feel about the product after you purchased it?” is an example of a question that might be asked. A depth interview also allows a researcher to ask logical follow-up questions such as “Can you tell me what you mean when you say you felt uncomfortable using the service?” or “Can you give me some examples?” to help dig further and shed additional light on the research problem. Depth interviews can be conducted in person or over the phone. The interviewer either takes notes or records the interview.

Focus groups and case studies are often utilized for exploratory research as well. A focus group is a group of potential buyers who are brought together to discuss a marketing research topic with one another. A moderator is used to focus the discussion, the sessions are recorded, and the main points of consensus are later summarized by the market researcher. Textbook publishers often gather groups of professors at educational conferences to participate in focus groups. However, focus groups can also be conducted on the telephone, in online chat rooms, or both, using meeting software like WebEx. The basic steps of conducting a focus group are outlined below.

The Basic Steps of Conducting a Focus Group

• Establish the objectives of the focus group. What is its purpose?
• Identify the people who will participate in the focus group. What makes them qualified to participate? How many of them will you need and what they will be paid?
• Obtain contact information for the participants and send out invitations (usually e-mails are most efficient).
• Develop a list of questions.
• Choose a facilitator.
• Choose a location in which to hold the focus group and the method by which it will be recorded.
• Conduct the focus group. If the focus group is not conducted electronically, include name tags for the participants, pens and notepads, any materials the participants need to see, and refreshments. Record participants’ responses.
• Summarize the notes from the focus group and write a report for management.

A case study looks at how another company solved the problem that’s being researched. Sometimes multiple cases, or companies, are used in a study. Case studies nonetheless have a mixed reputation. Some researchers believe it’s hard to generalize, or apply, the results of a case study to other companies. Nonetheless, collecting information about companies that encountered the same problems your firm is facing can give you a certain amount of insight about what direction you should take. In fact, one way to begin a research project is to carefully study a successful product or service.

Two other types of qualitative data used for exploratory research are ethnographies and projective techniques. In an ethnography , researchers interview, observe, and often videotape people while they work, live, shop, and play. The Walt Disney Company has recently begun using ethnographers to uncover the likes and dislikes of boys aged six to fourteen, a financially attractive market segment for Disney, but one in which the company has been losing market share. The ethnographers visit the homes of boys, observe the things they have in their rooms to get a sense of their hobbies, and accompany them and their mothers when they shop to see where they go, what the boys are interested in, and what they ultimately buy. (The children get seventy-five dollars out of the deal, incidentally.) (Barnes, 2009)

Projective techniques are used to reveal information research respondents might not reveal by being asked directly. Asking a person to complete sentences such as the following is one technique:

People who buy Coach handbags __________.

(Will he or she reply with “are cool,” “are affluent,” or “are pretentious,” for example?)

KFC’s grilled chicken is ______.

Or the person might be asked to finish a story that presents a certain scenario. Word associations are also used to discern people’s underlying attitudes toward goods and services. Using a word-association technique, a market researcher asks a person to say or write the first word that comes to his or her mind in response to another word. If the initial word is “fast food,” what word does the person associate it with or respond with? Is it “McDonald’s”? If many people reply that way, and you’re conducting research for Burger King, that could indicate Burger King has a problem. However, if the research is being conducted for Wendy’s, which recently began running an advertising campaign to the effect that Wendy’s offerings are “better than fast food,” it could indicate that the campaign is working.

Completing cartoons is yet another type of projective technique. It’s similar to finishing a sentence or story, only with the pictures. People are asked to look at a cartoon such as the one shown in Figure 10.8 “Example of a Cartoon-Completion Projective Technique” . One of the characters in the picture will have made a statement, and the person is asked to fill in the empty cartoon “bubble” with how they think the second character will respond.

Figure 10.8 Example of a Cartoon-Completion Projective Technique

In some cases, your research might end with exploratory research. Perhaps you have discovered your organization lacks the resources needed to produce the product. In other cases, you might decide you need more in-depth, quantitative research such as descriptive research or causal research, which are discussed next. Most marketing research professionals advise using both types of research, if it’s feasible. On the one hand, the qualitative-type research used in exploratory research is often considered too “lightweight.” Remember earlier in the chapter when we discussed telephone answering machines and the hit TV sitcom Seinfeld ? Both product ideas were initially rejected by focus groups. On the other hand, relying solely on quantitative information often results in market research that lacks ideas.

The Stone Wheel—What One Focus Group Said

Watch the video to see a funny spoof on the usefulness—or lack of usefulness—of focus groups.

Descriptive Research

Anything that can be observed and counted falls into the category of descriptive research design. A study using a descriptive research design involves gathering hard numbers, often via surveys, to describe or measure a phenomenon so as to answer the questions of who , what , where , when , and how . “On a scale of 1–5, how satisfied were you with your service?” is a question that illustrates the information a descriptive research design is supposed to capture.

Physiological measurements also fall into the category of descriptive design. Physiological measurements measure people’s involuntary physical responses to marketing stimuli, such as an advertisement. Elsewhere, we explained that researchers have gone so far as to scan the brains of consumers to see what they really think about products versus what they say about them. Eye tracking is another cutting-edge type of physiological measurement. It involves recording the movements of a person’s eyes when they look at some sort of stimulus, such as a banner ad or a Web page. The Walt Disney Company has a research facility in Austin, Texas, that it uses to take physical measurements of viewers when they see Disney programs and advertisements. The facility measures three types of responses: people’s heart rates, skin changes, and eye movements (eye tracking) (Spangler, 2009).

Figure 10.9

A woman shows off her headgear for an eye-tracking study. The gear’s not exactly a fashion statement but . . .

lawrencegs – Google Glass – CC BY 2.0.

A strictly descriptive research design instrument—a survey, for example—can tell you how satisfied your customers are. It can’t, however, tell you why. Nor can an eye-tracking study tell you why people’s eyes tend to dwell on certain types of banner ads—only that they do. To answer “why” questions an exploratory research design or causal research design is needed (Wagner, 2007).

Causal Research

Causal research design examines cause-and-effect relationships. Using a causal research design allows researchers to answer “what if” types of questions. In other words, if a firm changes X (say, a product’s price, design, placement, or advertising), what will happen to Y (say, sales or customer loyalty)? To conduct causal research, the researcher designs an experiment that “controls,” or holds constant, all of a product’s marketing elements except one (or using advanced techniques of research, a few elements can be studied at the same time). The one variable is changed, and the effect is then measured. Sometimes the experiments are conducted in a laboratory using a simulated setting designed to replicate the conditions buyers would experience. Or the experiments may be conducted in a virtual computer setting.

You might think setting up an experiment in a virtual world such as the online game Second Life would be a viable way to conduct controlled marketing research. Some companies have tried to use Second Life for this purpose, but the results have been somewhat mixed as to whether or not it is a good medium for marketing research. The German marketing research firm Komjuniti was one of the first “real-world” companies to set up an “island” in Second Life upon which it could conduct marketing research. However, with so many other attractive fantasy islands in which to play, the company found it difficult to get Second Life residents, or players, to voluntarily visit the island and stay long enough so meaningful research could be conducted. (Plus, the “residents,” or players, in Second Life have been known to protest corporations invading their world. When the German firm Komjuniti created an island in Second Life to conduct marketing research, the residents showed up waving signs and threatening to boycott the island.) (Wagner, 2007)

Why is being able to control the setting so important? Let’s say you are an American flag manufacturer and you are working with Walmart to conduct an experiment to see where in its stores American flags should be placed so as to increase their sales. Then the terrorist attacks of 9/11 occur. In the days afterward, sales skyrocketed—people bought flags no matter where they were displayed. Obviously, the terrorist attacks in the United States would have skewed the experiment’s data.

An experiment conducted in a natural setting such as a store is referred to as a field experiment . Companies sometimes do field experiments either because it is more convenient or because they want to see if buyers will behave the same way in the “real world” as in a laboratory or on a computer. The place the experiment is conducted or the demographic group of people the experiment is administered to is considered the test market . Before a large company rolls out a product to the entire marketplace, it will often place the offering in a test market to see how well it will be received. For example, to compete with MillerCoors’ sixty-four-calorie beer MGD 64, Anheuser-Busch recently began testing its Select 55 beer in certain cities around the country (McWilliams, 2009).

Figure 10.10

Select 55 beer: Coming soon to a test market near you? (If you’re on a diet, you have to hope so!)

Martine – Le champagne – CC BY-NC 2.0.

Many companies use experiments to test all of their marketing communications. For example, the online discount retailer O.co (formerly called Overstock.com) carefully tests all of its marketing offers and tracks the results of each one. One study the company conducted combined twenty-six different variables related to offers e-mailed to several thousand customers. The study resulted in a decision to send a group of e-mails to different segments. The company then tracked the results of the sales generated to see if they were in line with the earlier experiment it had conducted that led it to make the offer.

Step 3: Design the Data-Collection Forms

If the behavior of buyers is being formally observed, and a number of different researchers are conducting observations, the data obviously need to be recorded on a standardized data-collection form that’s either paper or electronic. Otherwise, the data collected will not be comparable. The items on the form could include a shopper’s sex; his or her approximate age; whether the person seemed hurried, moderately hurried, or unhurried; and whether or not he or she read the label on products, used coupons, and so forth.

The same is true when it comes to surveying people with questionnaires. Surveying people is one of the most commonly used techniques to collect quantitative data. Surveys are popular because they can be easily administered to large numbers of people fairly quickly. However, to produce the best results, the questionnaire for the survey needs to be carefully designed.

Questionnaire Design

Most questionnaires follow a similar format: They begin with an introduction describing what the study is for, followed by instructions for completing the questionnaire and, if necessary, returning it to the market researcher. The first few questions that appear on the questionnaire are usually basic, warm-up type of questions the respondent can readily answer, such as the respondent’s age, level of education, place of residence, and so forth. The warm-up questions are then followed by a logical progression of more detailed, in-depth questions that get to the heart of the question being researched. Lastly, the questionnaire wraps up with a statement that thanks the respondent for participating in the survey and information and explains when and how they will be paid for participating. To see some examples of questionnaires and how they are laid out, click on the following link: http://cas.uah.edu/wrenb/mkt343/Project/Sample%20Questionnaires.htm .

How the questions themselves are worded is extremely important. It’s human nature for respondents to want to provide the “correct” answers to the person administering the survey, so as to seem agreeable. Therefore, there is always a hazard that people will try to tell you what you want to hear on a survey. Consequently, care needs to be taken that the survey questions are written in an unbiased, neutral way. In other words, they shouldn’t lead a person taking the questionnaire to answer a question one way or another by virtue of the way you have worded it. The following is an example of a leading question.

Don’t you agree that teachers should be paid more ?

The questions also need to be clear and unambiguous. Consider the following question:

Which brand of toothpaste do you use ?

The question sounds clear enough, but is it really? What if the respondent recently switched brands? What if she uses Crest at home, but while away from home or traveling, she uses Colgate’s Wisp portable toothpaste-and-brush product? How will the respondent answer the question? Rewording the question as follows so it’s more specific will help make the question clearer:

Which brand of toothpaste have you used at home in the past six months? If you have used more than one brand, please list each of them 1 .

Sensitive questions have to be asked carefully. For example, asking a respondent, “Do you consider yourself a light, moderate, or heavy drinker?” can be tricky. Few people want to admit to being heavy drinkers. You can “soften” the question by including a range of answers, as the following example shows:

How many alcoholic beverages do you consume in a week ?

• __0–5 alcoholic beverages
• __5–10 alcoholic beverages
• __10–15 alcoholic beverages

Many people don’t like to answer questions about their income levels. Asking them to specify income ranges rather than divulge their actual incomes can help.

Other research question “don’ts” include using jargon and acronyms that could confuse people. “How often do you IM?” is an example. Also, don’t muddy the waters by asking two questions in the same question, something researchers refer to as a double-barreled question . “Do you think parents should spend more time with their children and/or their teachers?” is an example of a double-barreled question.

Open-ended questions , or questions that ask respondents to elaborate, can be included. However, they are harder to tabulate than closed-ended questions , or questions that limit a respondent’s answers. Multiple-choice and yes-and-no questions are examples of closed-ended questions.

Testing the Questionnaire

You have probably heard the phrase “garbage in, garbage out.” If the questions are bad, the information gathered will be bad, too. One way to make sure you don’t end up with garbage is to test the questionnaire before sending it out to find out if there are any problems with it. Is there enough space for people to elaborate on open-ended questions? Is the font readable? To test the questionnaire, marketing research professionals first administer it to a number of respondents face to face. This gives the respondents the chance to ask the researcher about questions or instructions that are unclear or don’t make sense to them. The researcher then administers the questionnaire to a small subset of respondents in the actual way the survey is going to be disseminated, whether it’s delivered via phone, in person, by mail, or online.

Getting people to participate and complete questionnaires can be difficult. If the questionnaire is too long or hard to read, many people won’t complete it. So, by all means, eliminate any questions that aren’t necessary. Of course, including some sort of monetary incentive for completing the survey can increase the number of completed questionnaires a market researcher will receive.

Step 4: Specify the Sample

Once you have created your questionnaire or other marketing study, how do you figure out who should participate in it? Obviously, you can’t survey or observe all potential buyers in the marketplace. Instead, you must choose a sample. A sample is a subset of potential buyers that are representative of your entire target market, or population being studied. Sometimes market researchers refer to the population as the universe to reflect the fact that it includes the entire target market, whether it consists of a million people, a hundred thousand, a few hundred, or a dozen. “All unmarried people over the age of eighteen who purchased Dirt Devil steam cleaners in the United States during 2011” is an example of a population that has been defined.

Obviously, the population has to be defined correctly. Otherwise, you will be studying the wrong group of people. Not defining the population correctly can result in flawed research, or sampling error. A sampling error is any type of marketing research mistake that results because a sample was utilized. One criticism of Internet surveys is that the people who take these surveys don’t really represent the overall population. On average, Internet survey takers tend to be more educated and tech savvy. Consequently, if they solely constitute your population, even if you screen them for certain criteria, the data you collect could end up being skewed.

The next step is to put together the sampling frame , which is the list from which the sample is drawn. The sampling frame can be put together using a directory, customer list, or membership roster (Wrenn et. al., 2007). Keep in mind that the sampling frame won’t perfectly match the population. Some people will be included on the list who shouldn’t be. Other people who should be included will be inadvertently omitted. It’s no different than if you were to conduct a survey of, say, 25 percent of your friends, using friends’ names you have in your cell phone. Most of your friends’ names are likely to be programmed into your phone, but not all of them. As a result, a certain degree of sampling error always occurs.

There are two main categories of samples in terms of how they are drawn: probability samples and nonprobability samples. A probability sample is one in which each would-be participant has a known and equal chance of being selected. The chance is known because the total number of people in the sampling frame is known. For example, if every other person from the sampling frame were chosen, each person would have a 50 percent chance of being selected.

A nonprobability sample is any type of sample that’s not drawn in a systematic way. So the chances of each would-be participant being selected can’t be known. A convenience sample is one type of nonprobability sample. It is a sample a researcher draws because it’s readily available and convenient to do so. Surveying people on the street as they pass by is an example of a convenience sample. The question is, are these people representative of the target market?

For example, suppose a grocery store needed to quickly conduct some research on shoppers to get ready for an upcoming promotion. Now suppose that the researcher assigned to the project showed up between the hours of 10 a.m. and 12 p.m. on a weekday and surveyed as many shoppers as possible. The problem is that the shoppers wouldn’t be representative of the store’s entire target market. What about commuters who stop at the store before and after work? Their views wouldn’t be represented. Neither would people who work the night shift or shop at odd hours. As a result, there would be a lot of room for sampling error in this study. For this reason, studies that use nonprobability samples aren’t considered as accurate as studies that use probability samples. Nonprobability samples are more often used in exploratory research.

Lastly, the size of the sample has an effect on the amount of sampling error. Larger samples generally produce more accurate results. The larger your sample is, the more data you will have, which will give you a more complete picture of what you’re studying. However, the more people surveyed or studied, the more costly the research becomes.

Statistics can be used to determine a sample’s optimal size. If you take a marketing research or statistics class, you will learn more about how to determine the optimal size.

Of course, if you hire a marketing research company, much of this work will be taken care of for you. Many marketing research companies, like ResearchNow, maintain panels of prescreened people they draw upon for samples. In addition, the marketing research firm will be responsible for collecting the data or contracting with a company that specializes in data collection. Data collection is discussed next.

Step 5: Collect the Data

As we have explained, primary marketing research data can be gathered in a number of ways. Surveys, taking physical measurements, and observing people are just three of the ways we discussed. If you’re observing customers as part of gathering the data, keep in mind that if shoppers are aware of the fact, it can have an effect on their behavior. For example, if a customer shopping for feminine hygiene products in a supermarket aisle realizes she is being watched, she could become embarrassed and leave the aisle, which would adversely affect your data. To get around problems such as these, some companies set up cameras or two-way mirrors to observe customers. Organizations also hire mystery shoppers to work around the problem. A mystery shopper is someone who is paid to shop at a firm’s establishment or one of its competitors to observe the level of service, cleanliness of the facility, and so forth, and report his or her findings to the firm.

Make Extra Money as a Mystery Shopper

Watch the YouTube video to get an idea of how mystery shopping works.

Survey data can be collected in many different ways and combinations of ways. The following are the basic methods used:

• Face-to-face (can be computer aided)
• Telephone (can be computer aided or completely automated)
• Mail and hand delivery
• E-mail and the Web

A face-to-face survey is, of course, administered by a person. The surveys are conducted in public places such as in shopping malls, on the street, or in people’s homes if they have agreed to it. In years past, it was common for researchers in the United States to knock on people’s doors to gather survey data. However, randomly collected door-to-door interviews are less common today, partly because people are afraid of crime and are reluctant to give information to strangers (McDaniel & Gates, 1998).

Nonetheless, “beating the streets” is still a legitimate way questionnaire data is collected. When the U.S. Census Bureau collects data on the nation’s population, it hand delivers questionnaires to rural households that do not have street-name and house-number addresses. And Census Bureau workers personally survey the homeless to collect information about their numbers. Face-to-face surveys are also commonly used in third world countries to collect information from people who cannot read or lack phones and computers.

A plus of face-to-face surveys is that they allow researchers to ask lengthier, more complex questions because the people being surveyed can see and read the questionnaires. The same is true when a computer is utilized. For example, the researcher might ask the respondent to look at a list of ten retail stores and rank the stores from best to worst. The same question wouldn’t work so well over the telephone because the person couldn’t see the list. The question would have to be rewritten. Another drawback with telephone surveys is that even though federal and state “do not call” laws generally don’t prohibit companies from gathering survey information over the phone, people often screen such calls using answering machines and caller ID.

Probably the biggest drawback of both surveys conducted face-to-face and administered over the phone by a person is that they are labor intensive and therefore costly. Mailing out questionnaires is costly, too, and the response rates can be rather low. Think about why that might be so: if you receive a questionnaire in the mail, it is easy to throw it in the trash; it’s harder to tell a market researcher who approaches you on the street that you don’t want to be interviewed.

By contrast, gathering survey data collected by a computer, either over the telephone or on the Internet, can be very cost-effective and in some cases free. SurveyMonkey and Zoomerang are two Web sites that will allow you to create online questionnaires, e-mail them to up to one hundred people for free, and view the responses in real time as they come in. For larger surveys, you have to pay a subscription price of a few hundred dollars. But that still can be extremely cost-effective. The two Web sites also have a host of other features such as online-survey templates you can use to create your questionnaire, a way to set up automatic reminders sent to people who haven’t yet completed their surveys, and tools you can use to create graphics to put in your final research report. To see how easy it is to put together a survey in SurveyMonkey, click on the following link: http://help.surveymonkey.com/app/tutorials/detail/a_id/423 .

Like a face-to-face survey, an Internet survey can enable you to show buyers different visuals such as ads, pictures, and videos of products and their packaging. Web surveys are also fast, which is a major plus. Whereas face-to-face and mailed surveys often take weeks to collect, you can conduct a Web survey in a matter of days or even hours. And, of course, because the information is electronically gathered it can be automatically tabulated. You can also potentially reach a broader geographic group than you could if you had to personally interview people. The Zoomerang Web site allows you to create surveys in forty different languages.

Another plus for Web and computer surveys (and electronic phone surveys) is that there is less room for human error because the surveys are administered electronically. For instance, there’s no risk that the interviewer will ask a question wrong or use a tone of voice that could mislead the respondents. Respondents are also likely to feel more comfortable inputting the information into a computer if a question is sensitive than they would divulging the information to another person face-to-face or over the phone. Given all of these advantages, it’s not surprising that the Internet is quickly becoming the top way to collect primary data. However, like mail surveys, surveys sent to people over the Internet are easy to ignore.

Lastly, before the data collection process begins, the surveyors and observers need to be trained to look for the same things, ask questions the same way, and so forth. If they are using rankings or rating scales, they need to be “on the same page,” so to speak, as to what constitutes a high ranking or a low ranking. As an analogy, you have probably had some teachers grade your college papers harder than others. The goal of training is to avoid a wide disparity between how different observers and interviewers record the data.

Figure 10.11

Training people so they know what constitutes different ratings when they are collecting data will improve the quality of the information gathered in a marketing research study.

Ricardo Rodriquez – Satisfaction survey – CC BY-NC-ND 2.0.

For example, if an observation form asks the observers to describe whether a shopper’s behavior is hurried, moderately hurried, or unhurried, they should be given an idea of what defines each rating. Does it depend on how much time the person spends in the store or in the individual aisles? How fast they walk? In other words, the criteria and ratings need to be spelled out.

Collecting International Marketing Research Data

Gathering marketing research data in foreign countries poses special challenges. However, that doesn’t stop firms from doing so. Marketing research companies are located all across the globe, in fact. Eight of the ten largest marketing research companies in the world are headquartered in the United States. However, five of these eight firms earn more of their revenues abroad than they do in the United States. There’s a reason for this: many U.S. markets were saturated, or tapped out, long ago in terms of the amount that they can grow. Coke is an example. As you learned earlier in the book, most of the Coca-Cola Company’s revenues are earned in markets abroad. To be sure, the United States is still a huge market when it comes to the revenues marketing research firms generate by conducting research in the country: in terms of their spending, American consumers fuel the world’s economic engine. Still, emerging countries with growing middle classes, such as China, India, and Brazil, are hot new markets companies want to tap.

What kind of challenges do firms face when trying to conduct marketing research abroad? As we explained, face-to-face surveys are commonly used in third world countries to collect information from people who cannot read or lack phones and computers. However, face-to-face surveys are also common in Europe, despite the fact that phones and computers are readily available. In-home surveys are also common in parts of Europe. By contrast, in some countries, including many Asian countries, it’s considered taboo or rude to try to gather information from strangers either face-to-face or over the phone. In many Muslim countries, women are forbidden to talk to strangers.

And how do you figure out whom to research in foreign countries? That in itself is a problem. In the United States, researchers often ask if they can talk to the heads of households to conduct marketing research. But in countries in which domestic servants or employees are common, the heads of households aren’t necessarily the principal shoppers; their domestic employees are (Malhotra).

Translating surveys is also an issue. Have you ever watched the TV comedians Jay Leno and David Letterman make fun of the English translations found on ethnic menus and products? Research tools such as surveys can suffer from the same problem. Hiring someone who is bilingual to translate a survey into another language can be a disaster if the person isn’t a native speaker of the language to which the survey is being translated.

One way companies try to deal with translation problems is by using back translation. When back translation is used, a native speaker translates the survey into the foreign language and then translates it back again to the original language to determine if there were gaps in meaning—that is, if anything was lost in translation. And it’s not just the language that’s an issue. If the research involves any visual images, they, too, could be a point of confusion. Certain colors, shapes, and symbols can have negative connotations in other countries. For example, the color white represents purity in many Western cultures, but in China, it is the color of death and mourning (Zouhali-Worrall, 2008). Also, look back at the cartoon-completion exercise in Figure 10.8 “Example of a Cartoon-Completion Projective Technique” . What would women in Muslim countries who aren’t allowed to converse with male sellers think of it? Chances are, the cartoon wouldn’t provide you with the information you’re seeking if Muslim women in some countries were asked to complete it.

One way marketing research companies are dealing with the complexities of global research is by merging with or acquiring marketing research companies abroad. The Nielsen Company is the largest marketing research company in the world. The firm operates in more than a hundred countries and employs more than forty thousand people. Many of its expansions have been the result of acquisitions and mergers.

Step 6: Analyze the Data

Step 6 involves analyzing the data to ensure it’s as accurate as possible. If the research is collected by hand using a pen and pencil, it’s entered into a computer. Or respondents might have already entered the information directly into a computer. For example, when Toyota goes to an event such as a car show, the automaker’s marketing personnel ask would-be buyers to complete questionnaires directly on computers. Companies are also beginning to experiment with software that can be used to collect data using mobile phones.

Once all the data is collected, the researchers begin the data cleaning , which is the process of removing data that have accidentally been duplicated (entered twice into the computer) or correcting data that have obviously been recorded wrong. A program such as Microsoft Excel or a statistical program such as Predictive Analytics Software (PASW, which was formerly known as SPSS) is then used to tabulate, or calculate, the basic results of the research, such as the total number of participants and how collectively they answered various questions. The programs can also be used to calculate averages, such as the average age of respondents, their average satisfaction, and so forth. The same can done for percentages, and other values you learned about, or will learn about, in a statistics course, such as the standard deviation, mean, and median for each question.

The information generated by the programs can be used to draw conclusions, such as what all customers might like or not like about an offering based on what the sample group liked or did not like. The information can also be used to spot differences among groups of people. For example, the research might show that people in one area of the country like the product better than people in another area. Trends to predict what might happen in the future can also be spotted.

If there are any open-ended questions respondents have elaborated upon—for example, “Explain why you like the current brand you use better than any other brand”—the answers to each are pasted together, one on top of another, so researchers can compare and summarize the information. As we have explained, qualitative information such as this can give you a fuller picture of the results of the research.

Part of analyzing the data is to see if it seems sound. Does the way in which the research was conducted seem sound? Was the sample size large enough? Are the conclusions that become apparent from it reasonable?

The two most commonly used criteria used to test the soundness of a study are (1) validity and (2) reliability. A study is valid if it actually tested what it was designed to test. For example, did the experiment you ran in Second Life test what it was designed to test? Did it reflect what could really happen in the real world? If not, the research isn’t valid. If you were to repeat the study, and get the same results (or nearly the same results), the research is said to be reliable . If you get a drastically different result if you repeat the study, it’s not reliable. The data collected, or at least some it, can also be compared to, or reconciled with, similar data from other sources either gathered by your firm or by another organization to see if the information seems on target.

Stage 7: Write the Research Report and Present Its Findings

If you end up becoming a marketing professional and conducting a research study after you graduate, hopefully you will do a great job putting the study together. You will have defined the problem correctly, chosen the right sample, collected the data accurately, analyzed it, and your findings will be sound. At that point, you will be required to write the research report and perhaps present it to an audience of decision makers. You will do so via a written report and, in some cases, a slide or PowerPoint presentation based on your written report.

The six basic elements of a research report are as follows.

• Title Page . The title page explains what the report is about, when it was conducted and by whom, and who requested it.
• Table of Contents . The table of contents outlines the major parts of the report, as well as any graphs and charts, and the page numbers on which they can be found.
• Executive Summary . The executive summary summarizes all the details in the report in a very quick way. Many people who receive the report—both executives and nonexecutives—won’t have time to read the entire report. Instead, they will rely on the executive summary to quickly get an idea of the study’s results and what to do about those results.

Methodology and Limitations . The methodology section of the report explains the technical details of how the research was designed and conducted. The section explains, for example, how the data was collected and by whom, the size of the sample, how it was chosen, and whom or what it consisted of (e.g., the number of women versus men or children versus adults). It also includes information about the statistical techniques used to analyze the data.

Every study has errors—sampling errors, interviewer errors, and so forth. The methodology section should explain these details, so decision makers can consider their overall impact. The margin of error is the overall tendency of the study to be off kilter—that is, how far it could have gone wrong in either direction. Remember how newscasters present the presidential polls before an election? They always say, “This candidate is ahead 48 to 44 percent, plus or minus 2 percent.” That “plus or minus” is the margin of error. The larger the margin of error is, the less likely the results of the study are accurate. The margin of error needs to be included in the methodology section.

• Findings . The findings section is a longer, fleshed-out version of the executive summary that goes into more detail about the statistics uncovered by the research that bolster the study’s findings. If you have related research or secondary data on hand that back up the findings, it can be included to help show the study did what it was designed to do.
• Recommendations . The recommendations section should outline the course of action you think should be taken based on the findings of the research and the purpose of the project. For example, if you conducted a global market research study to identify new locations for stores, make a recommendation for the locations (Mersdorf, 2009).

As we have said, these are the basic sections of a marketing research report. However, additional sections can be added as needed. For example, you might need to add a section on the competition and each firm’s market share. If you’re trying to decide on different supply chain options, you will need to include a section on that topic.

As you write the research report, keep your audience in mind. Don’t use technical jargon decision makers and other people reading the report won’t understand. If technical terms must be used, explain them. Also, proofread the document to ferret out any grammatical errors and typos, and ask a couple of other people to proofread behind you to catch any mistakes you might have missed. If your research report is riddled with errors, its credibility will be undermined, even if the findings and recommendations you make are extremely accurate.

Many research reports are presented via PowerPoint. If you’re asked to create a slideshow presentation from the report, don’t try to include every detail in the report on the slides. The information will be too long and tedious for people attending the presentation to read through. And if they do go to the trouble of reading all the information, they probably won’t be listening to the speaker who is making the presentation.

Instead of including all the information from the study in the slides, boil each section of the report down to key points and add some “talking points” only the presenter will see. After or during the presentation, you can give the attendees the longer, paper version of the report so they can read the details at a convenient time, if they choose to.

Key Takeaway

Step 1 in the marketing research process is to define the problem. Businesses take a look at what they believe are symptoms and try to drill down to the potential causes so as to precisely define the problem. The next task for the researcher is to put into writing the research objective, or goal, the research is supposed to accomplish. Step 2 in the process is to design the research. The research design is the “plan of attack.” It outlines what data you are going to gather, from whom, how, and when, and how you’re going to analyze it once it has been obtained. Step 3 is to design the data-collection forms, which need to be standardized so the information gathered on each is comparable. Surveys are a popular way to gather data because they can be easily administered to large numbers of people fairly quickly. However, to produce the best results, survey questionnaires need to be carefully designed and pretested before they are used. Step 4 is drawing the sample, or a subset of potential buyers who are representative of your entire target market. If the sample is not correctly selected, the research will be flawed. Step 5 is to actually collect the data, whether it’s collected by a person face-to-face, over the phone, or with the help of computers or the Internet. The data-collection process is often different in foreign countries. Step 6 is to analyze the data collected for any obvious errors, tabulate the data, and then draw conclusions from it based on the results. The last step in the process, Step 7, is writing the research report and presenting the findings to decision makers.

Review Questions

• Explain why it’s important to carefully define the problem or opportunity a marketing research study is designed to investigate.
• Describe the different types of problems that can occur when marketing research professionals develop questions for surveys.
• How does a probability sample differ from a nonprobability sample?
• What makes a marketing research study valid? What makes a marketing research study reliable?
• What sections should be included in a marketing research report? What is each section designed to do?

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Burns A. and Ronald Bush, Marketing Research , 6th ed. (Upper Saddle River, NJ: Prentice Hall, 2010), 85.

Malhotra, N., Marketing Research: An Applied Approach , 6th ed. (Upper Saddle River, NJ: Prentice Hall), 764.

McDaniel, C. D. and Roger H. Gates, Marketing Research Essentials , 2nd ed. (Cincinnati: South-Western College Publishing, 1998), 61.

McWilliams, J., “A-B Puts Super-Low-Calorie Beer in Ring with Miller,” St. Louis Post-Dispatch , August 16, 2009, http://www.stltoday.com/business/next-matchup-light-weights-a-b-puts-super-low-calorie/article_47511bfe-18ca-5979-bdb9-0526c97d4edf.html (accessed April 13, 2012).

Mersdorf, S., “How to Organize Your Next Survey Report,” Cvent , August 24, 2009, http://survey.cvent.com/blog/cvent-survey/0/0/how-to-organize-your-next-survey-report (accessed December 14, 2009).

Rappeport A. and David Gelles, “Facebook to Form Alliance with Nielsen,” Financial Times , September 23, 2009, 16.

Spangler, T., “Disney Lab Tracks Feelings,” Multichannel News 30, no. 30 (August 3, 2009): 26.

Wagner, J., “Marketing in Second Life Doesn’t Work…Here Is Why!” GigaOM , April 4, 2007, http://gigaom.com/2007/04/04/3-reasons-why-marketing-in-second-life-doesnt-work (accessed December 14, 2009).

Wrenn, B., Robert E. Stevens, and David L. Loudon, Marketing Research: Text and Cases , 2nd ed. (Binghamton, NY: Haworth Press, 2007), 180.

Zouhali-Worrall, M., “Found in Translation: Avoiding Multilingual Gaffes,” CNNMoney.com , July 14, 2008, http://money.cnn.com/2008/07/07/smallbusiness/language_translation.fsb/index.htm (accessed December 14, 2009).

Principles of Marketing Copyright © 2015 by University of Minnesota is licensed under a Creative Commons Attribution-NonCommercial-ShareAlike 4.0 International License , except where otherwise noted.

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9 Key stages in your marketing research process

You can conduct your own marketing research. Follow these steps, add your own flair, knowledge and creativity, and you’ll have bespoke research to be proud of.

Marketing research is the term used to cover the concept, development, placement and evolution of your product or service, its growing customer base and its branding – starting with brand awareness , and progressing to (everyone hopes) brand equity . Like any research, it needs a robust process to be credible and useful.

Marketing research uses four essential key factors known as the ‘marketing mix’ , or the Four Ps of Marketing :

• Product (goods or service)
• Price ( how much the customer pays )
• Place (where the product is marketed)
• Promotion (such as advertising and PR)

These four factors need to work in harmony for a product or service to be successful in its marketplace.

The marketing research process – an overview

A typical marketing research process is as follows:

• Identify an issue, discuss alternatives and set out research objectives
• Develop a research program
• Choose a sample
• Gather information
• Gather data
• Organize and analyze information and data
• Present findings
• Make research-based decisions
• Take action based on insights

Step 1: Defining the marketing research problem

Defining a problem is the first step in the research process. In many ways, research starts with a problem facing management. This problem needs to be understood, the cause diagnosed, and solutions developed.

However, most management problems are not always easy to research, so they must first be translated into research problems. Once you approach the problem from a research angle, you can find a solution. For example, “sales are not growing” is a management problem, but translated into a research problem, it becomes “ why are sales not growing?” We can look at the expectations and experiences of several groups : potential customers, first-time buyers, and repeat purchasers. We can question whether the lack of sales is due to:

• Poor expectations that lead to a general lack of desire to buy, or
• Poor performance experience and a lack of desire to repurchase.

This, then, is the difference between a management problem and a research problem. Solving management problems focuses on actions: Do we advertise more? Do we change our advertising message? Do we change an under-performing product configuration? And if so, how?

Defining research problems, on the other hand, focus on the whys and hows, providing the insights you need to solve your management problem.

Step 2: Developing a research program: method of inquiry

The scientific method is the standard for investigation. It provides an opportunity for you to use existing knowledge as a starting point, and proceed impartially.

The scientific method includes the following steps:

• Define a problem
• Develop a hypothesis
• Make predictions based on the hypothesis
• Devise a test of the hypothesis
• Conduct the test
• Analyze the results

This terminology is similar to the stages in the research process. However, there are subtle differences in the way the steps are performed:

• the scientific research method is objective and fact-based, using quantitative research and impartial analysis
• the marketing research process can be subjective, using opinion and qualitative research, as well as personal judgment as you collect and analyze data

Step 3: Developing a research program: research method

As well as selecting a method of inquiry (objective or subjective), you must select a research method . There are two primary methodologies that can be used to answer any research question:

• Experimental research : gives you the advantage of controlling extraneous variables and manipulating one or more variables that influence the process being implemented.
• Non-experimental research : allows observation but not intervention – all you do is observe and report on your findings.

Step 4: Developing a research program: research design

Research design is a plan or framework for conducting marketing research and collecting data. It is defined as the specific methods and procedures you use to get the information you need.

There are three core types of marketing research designs: exploratory, descriptive, and causal . A thorough marketing research process incorporates elements of all of them.

Exploratory marketing research

This is a starting point for research. It’s used to reveal facts and opinions about a particular topic, and gain insight into the main points of an issue. Exploratory research is too much of a blunt instrument to base conclusive business decisions on, but it gives the foundation for more targeted study. You can use secondary research materials such as trade publications, books, journals and magazines and primary research using qualitative metrics, that can include open text surveys, interviews and focus groups.

Descriptive marketing research

This helps define the business problem or issue so that companies can make decisions, take action and monitor progress. Descriptive research is naturally quantitative – it needs to be measured and analyzed statistically , using more targeted surveys and questionnaires. You can use it to capture demographic information , evaluate a product or service for market, and monitor a target audience’s opinion and behaviors. Insights from descriptive research can inform conclusions about the market landscape and the product’s place in it.

Causal marketing research

This is useful to explore the cause and effect relationship between two or more variables. Like descriptive research , it uses quantitative methods, but it doesn’t merely report findings; it uses experiments to predict and test theories about a product or market. For example, researchers may change product packaging design or material, and measure what happens to sales as a result.

Step 5: Choose your sample

Your marketing research project will rarely examine an entire population. It’s more practical to use a sample - a smaller but accurate representation of the greater population. To design your sample, you’ll need to answer these questions:

• Which base population is the sample to be selected from? Once you’ve established who your relevant population is (your research design process will have revealed this), you have a base for your sample. This will allow you to make inferences about a larger population.
• What is the method (process) for sample selection? There are two methods of selecting a sample from a population:

1. Probability sampling : This relies on a random sampling of everyone within the larger population.

2. Non-probability sampling : This is based in part on the investigator’s judgment, and often uses convenience samples, or by other sampling methods that do not rely on probability.

• What is your sample size? This important step involves cost and accuracy decisions. Larger samples generally reduce sampling error and increase accuracy, but also increase costs. Find out your perfect sample size with our calculator .

Step 6: Gather data

Your research design will develop as you select techniques to use. There are many channels for collecting data, and it’s helpful to differentiate it into O-data (Operational) and X-data (Experience):

• O-data is your business’s hard numbers like costs, accounting, and sales. It tells you what has happened, but not why.
• X-data gives you insights into the thoughts and emotions of the people involved: employees, customers, brand advocates.

When you combine O-data with X-data, you’ll be able to build a more complete picture about success and failure - you’ll know why. Maybe you’ve seen a drop in sales (O-data) for a particular product. Maybe customer service was lacking, the product was out of stock, or advertisements weren’t impactful or different enough: X-data will reveal the reason why those sales dropped. So, while differentiating these two data sets is important, when they are combined, and work with each other, the insights become powerful.

With mobile technology, it has become easier than ever to collect data. Survey research has come a long way since market researchers conducted face-to-face, postal, or telephone surveys. You can run research through:

• Social media ( polls and listening )

Another way to collect data is by observation. Observing a customer’s or company’s past or present behavior can predict future purchasing decisions. Data collection techniques for predicting past behavior can include market segmentation , customer journey mapping and brand tracking .

Regardless of how you collect data, the process introduces another essential element to your research project: the importance of clear and constant communication .

And of course, to analyze information from survey or observation techniques, you must record your results . Gone are the days of spreadsheets. Feedback from surveys and listening channels can automatically feed into AI-powered analytics engines and produce results, in real-time, on dashboards.

Step 7: Analysis and interpretation

The words ‘ statistical analysis methods ’ aren’t usually guaranteed to set a room alight with excitement, but when you understand what they can do, the problems they can solve and the insights they can uncover, they seem a whole lot more compelling.

Statistical tests and data processing tools can reveal:

• Whether data trends you see are meaningful or are just chance results
• Your results in the context of other information you have
• Whether one thing affecting your business is more significant than others
• What your next research area should be
• Insights that lead to meaningful changes

There are several types of statistical analysis tools used for surveys. You should make sure that the ones you choose:

• Work on any platform - mobile, desktop, tablet etc.
• Integrate with your existing systems
• Are easy to use with user-friendly interfaces, straightforward menus, and automated data analysis
• Incorporate statistical analysis so you don’t just process and present your data, but refine it, and generate insights and predictions.

Here are some of the most common tools:

• Benchmarking : a way of taking outside factors into account so that you can adjust the parameters of your research. It ‘levels the playing field’ – so that your data and results are more meaningful in context. And gives you a more precise understanding of what’s happening.
• Regression analysis : this is used for working out the relationship between two (or more) variables. It is useful for identifying the precise impact of a change in an independent variable.
• T-test is used for comparing two data groups which have different mean values. For example, do women and men have different mean heights?
• Analysis of variance (ANOVA) Similar to the T-test, ANOVA is a way of testing the differences between three or more independent groups to see if they’re statistically significant.
• Cluster analysis : This organizes items into groups, or clusters, based on how closely associated they are.
• Factor analysis: This is a way of condensing many variables into just a few, so that your research data is less unwieldy to work with.
• Conjoint analysis : this will help you understand and predict why people make the choices they do. It asks people to make trade-offs when making decisions, just as they do in the real world, then analyzes the results to give the most popular outcome.
• Crosstab analysis : this is a quantitative market research tool used to analyze ‘categorical data’ - variables that are different and mutually exclusive, such as: ‘men’ and ‘women’, or ‘under 30’ and ‘over 30’.
• Text analysis and sentiment analysis : Analyzing human language and emotions is a rapidly-developing form of data processing, assigning positive, negative or neutral sentiment to customer messages and feedback.

Stats IQ can perform the most complicated statistical tests at the touch of a button using our online survey software , or data from other sources. Learn more about Stats iQ now .

Step 8: The marketing research results

Your marketing research process culminates in the research results. These should provide all the information the stakeholders and decision-makers need to understand the project.

The results will include:

• all your information
• a description of your research process
• the results
• conclusions
• recommended courses of action

They should also be presented in a form, language and graphics that are easy to understand, with a balance between completeness and conciseness, neither leaving important information out or allowing it to get so technical that it overwhelms the readers.

Traditionally, you would prepare two written reports:

• a technical report , discussing the methods, underlying assumptions and the detailed findings of the research project
• a summary report , that summarizes the research process and presents the findings and conclusions simply.

There are now more engaging ways to present your findings than the traditional PowerPoint presentations, graphs, and face-to-face reports:

• Live, interactive dashboards for sharing the most important information, as well as tracking a project in real time.
• Results-reports visualizations – tables or graphs with data visuals on a shareable slide deck
• Online presentation technology, such as Prezi
• Visual storytelling with infographics
• A single-page executive summary with key insights
• A single-page stat sheet with the top-line stats

You can also make these results shareable so that decision-makers have all the information at their fingertips.

Step 9 Turn your insights into action

Insights are one thing, but they’re worth very little unless they inform immediate, positive action. Here are a few examples of how you can do this:

• Stop customers leaving – negative sentiment among VIP customers gets picked up; the customer service team contacts the customers, resolves their issues, and avoids churn .
• Act on important employee concerns – you can set certain topics, such as safety, or diversity and inclusion to trigger an automated notification or Slack message to HR. They can rapidly act to rectify the issue.
• Address product issues – maybe deliveries are late, maybe too many products are faulty. When product feedback gets picked up through Smart Conversations, messages can be triggered to the delivery or product teams to jump on the problems immediately.
• Improve your marketing effectiveness - Understand how your marketing is being received by potential customers, so you can find ways to better meet their needs
• Grow your brand - Understand exactly what consumers are looking for, so you can make sure that you’re meeting their expectations

Download now: 8 Innovations to Modernize Market Research

Scott Smith

Scott Smith, Ph.D. is a contributor to the Qualtrics blog.

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Marketing Research Process: A Step-by-Step Guide

Explore the dynamic realm of business strategy with our comprehensive blog on the Marketing Research Process. Uncover the intricacies of this crucial methodology through our step-by-step guide, gaining insights into market trends, consumer behaviour, and strategic decision-making. Elevate your Marketing game with a deep dive into the Marketing Research Process.

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Table of Contents

1) The Process of Marketing Research

      a) Recognise the Issue

      b) Formulate a research strategy

      c) Execute the research

      d) Evaluate and communicate discoveries

      e) Implement solutions

2) Types of Marketing Research

3) Conclusion

The Process of Marketing Research

The Marketing Research Process represents a systematic and scientific approach to the collection, analysis, and interpretation of data concerning a specific market, product, or service.

This procedure assists businesses in comprehending and fulfilling customer needs, thereby securing a competitive advantage within the marketplace. The Marketing Research Process involves the following five main steps:

Recognise the issue

The first step is to define the problem or opportunity that you want to address through Marketing Research. It involves identifying the objectives, scope, and limitations of the research and the key questions that you want to answer. You need to have a clear and specific purpose for conducting the research and to know what information you need and how you will use it. Some examples of Marketing Research issues are as follows:

a) How satisfied are the customers with our product or service?

b) What elements affect the buying choices of our target audience?

c) What strategies can we implement to enhance brand recognition and loyalty among prospective customers?

d) What are the emerging needs and preferences of our customers in the changing Market environment?

e) What methods can we employ to distinguish our product or service from those offered by our competitors?  

Formulate a research strategy

The second phase involves creating a research strategy that outlines the methodologies, sources, and techniques to be employed for data collection and analysis. It involves selecting the following:

a) The type of research (primary or secondary)

b) The research design (exploratory, descriptive, or causal)

c) The sampling method (probability or non-probability)

d) The data collection method (survey, observation, experiment, interview, focus group, etc.)

e) The data analysis method (quantitative or qualitative)

You need to choose the most appropriate and feasible methods for your research and to ensure that they are reliable and valid. You also need to consider the cost, time, and ethical issues involved in the research. Some examples of Marketing Research strategies are as follows:

a) Conducting a survey among a random sample of customers to measure their satisfaction level and feedback on our product or service.

b) Observing the behaviour and reactions of customers in a simulated or natural setting to test the effectiveness of our Marketing campaign or product features.

c) Conducting an experiment to compare the sales performance of two different versions of our product or service.

d) Interviewing a group of experts or influencers to gain insights into the market trends and customer expectations.

e) Conducting a focus group discussion among a selected group of customers to explore their opinions and attitudes towards our product or service.

Execute the research

The third step is to implement the research plan and collect the data from the chosen sources and methods. This involves performing the following:

a) Preparing the research instruments (such as questionnaires, checklists, or guides)

b) Recruiting and training the data collectors (such as interviewers, observers, or experimenters)

c) Administering the data collection process (such as distributing the surveys, conducting the observations, or running the experiments)

d) Ensuring the quality and reliability of the data (such as checking the validity, accuracy, and completeness of the data).

You need to follow the research plan carefully and consistently to avoid any errors or biases that may affect the data. You also need to store and organise the data in a secure and accessible way.

Some examples of Marketing Research execution are:

a) Sending an online survey to a sample of customers via email or social media and collecting their responses.

b) Hiring a professional research agency to observe and record the behaviour and reactions of customers in a store or a website.

c) Setting up a controlled environment and randomly assigning customers to two different groups. One must receive your product or service and the other must receive a competitor’s product or service, and measure their sales outcomes.

d) Scheduling and conducting face-to-face or phone interviews with experts or influencers and recording their answers.

e) Inviting and facilitating a focus group discussion among a group of customers and take notes or record their conversation.

Evaluate and communicate discoveries

The fourth step is to analyse the data and interpret the results of the research. This step entails utilising suitable statistical or qualitative methods to summarise, compare, and examine the data, as well as to derive conclusions and recommendations in alignment with the research goals and queries.

You need to use the most suitable and accurate methods for your data and document the results in a clear and concise way. You also need to identify the key findings, insights, and implications of the data for your business problem or opportunity and to provide actionable recommendations and suggestions for improving your product or service, Marketing strategy, or customer experience. Some examples of Marketing Research evaluation may involve the following:

a) Calculating the mean, median, mode, standard deviation, frequency, percentage, or correlation of the data to describe the characteristics, patterns, or relationships of the data.

b) Using charts, graphs, tables, or diagrams to visualise and present the data in a clear and concise way.

c) Performing hypothesis testing, Regression Analysis, factor analysis, cluster analysis, or other advanced methods to infer the causal effects, differences, or similarities of the data.

d) Identifying the key findings, insights, and implications of the data for your business problem or opportunity.

e) Providing actionable recommendations and suggestions for improving your product or service, Marketing strategy, or customer experience.

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Implement solutions

The fifth and final step is to apply the findings and recommendations of the research to your business decisions and actions. This process includes sharing the outcomes and suggestions from the research with pertinent stakeholders, like managers, employees, customers, or partners, and subsequently overseeing and assessing the impact and efficacy of the solutions put into action.

You need to share the research results and recommendations in a persuasive and engaging way and convince the stakeholders of the value and benefits of the research. You also need to implement the solutions in a timely and efficient manner and measure and track the key performance indicators (such as sales, revenue, profit, Market share, customer retention, etc.) to assess the outcomes and benefits of the implemented solutions. Some examples of Marketing Research implementation are as follows:

a) Creating a report or a presentation that summarises the research objectives, methods, results, and recommendations and share it with the stakeholders.

b) Developing and launching a new or improved product or service based on the customer feedback and preferences revealed by the research.

c) Designing and executing a new or enhanced Marketing campaign based on the market trends and customer expectations identified by the research.

d) Improving and optimising the customer journey and satisfaction based on the customer behaviour and reactions observed by the research.

e) Measuring and tracking the key performance indicators (such as sales, revenue, profit, market share, customer retention, etc.) to assess the outcomes and benefits of the implemented solutions.

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Types of Marketing Research

Now that you are aware of the Market Research Process, let’s understand the ways in which this process can be conducted. The following are the two main types of Marketing Research:

1) Primary research is the original and first-hand data that is collected specifically for the purpose of the research. It is tailored to the research objectives and questions, and it provides the most accurate and relevant information. However, it is also more costly and time-consuming to conduct. Some examples of primary research sources and methods are:

a) Surveys: A method of collecting data by asking a set of questions to a sample of respondents, either online, by phone, by mail, or in person.

b) Observations: A method of collecting data by watching and recording the behaviour and reactions of people or objects in a natural or artificial setting.

c) Experiments: A technique for gathering data that involves altering one or more variables and observing their impact on another variable within a controlled environment.

d) Interviews: A method of collecting data by having a conversation with one or more individuals, either face-to-face, by phone, or online.

e) Focus groups: A method of collecting data by having a group discussion among a selected group of participants moderated by a facilitator.

2) Secondary research is the existing and second-hand data that is collected for some purpose other than research. It is readily available and accessible, and it provides a broader and deeper perspective. However, it may also be outdated, inaccurate, or irrelevant to the research. Some examples of secondary research sources and methods are:

a) Internal data: The data that is generated and stored within the organisation, such as sales records, customer databases, financial reports, etc.

b) External data: Data obtained from outside the organisation, such as government reports, industry publications, market research reports, etc.

c) Online data: The data that is available on the internet, such as websites, blogs, social media, online forums, etc.

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The Marketing Research Process is vital for any business that wants to understand and satisfy its customers and gain a competitive edge in the Market. It involves five steps: recognising the issue, formulating a research strategy, executing the research, evaluating and communicating discoveries, and implementing solutions.

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Home » Research Paper Conclusion – Writing Guide and Examples

Research Paper Conclusion – Writing Guide and Examples

Table of Contents

Research Paper Conclusion

Definition:

A research paper conclusion is the final section of a research paper that summarizes the key findings, significance, and implications of the research. It is the writer’s opportunity to synthesize the information presented in the paper, draw conclusions, and make recommendations for future research or actions.

The conclusion should provide a clear and concise summary of the research paper, reiterating the research question or problem, the main results, and the significance of the findings. It should also discuss the limitations of the study and suggest areas for further research.

Parts of Research Paper Conclusion

The parts of a research paper conclusion typically include:

Restatement of the Thesis

The conclusion should begin by restating the thesis statement from the introduction in a different way. This helps to remind the reader of the main argument or purpose of the research.

Summary of Key Findings

The conclusion should summarize the main findings of the research, highlighting the most important results and conclusions. This section should be brief and to the point.

Implications and Significance

In this section, the researcher should explain the implications and significance of the research findings. This may include discussing the potential impact on the field or industry, highlighting new insights or knowledge gained, or pointing out areas for future research.

Limitations and Recommendations

It is important to acknowledge any limitations or weaknesses of the research and to make recommendations for how these could be addressed in future studies. This shows that the researcher is aware of the potential limitations of their work and is committed to improving the quality of research in their field.

Concluding Statement

The conclusion should end with a strong concluding statement that leaves a lasting impression on the reader. This could be a call to action, a recommendation for further research, or a final thought on the topic.

How to Write Research Paper Conclusion

Here are some steps you can follow to write an effective research paper conclusion:

• Restate the research problem or question: Begin by restating the research problem or question that you aimed to answer in your research. This will remind the reader of the purpose of your study.
• Summarize the main points: Summarize the key findings and results of your research. This can be done by highlighting the most important aspects of your research and the evidence that supports them.
• Discuss the implications: Discuss the implications of your findings for the research area and any potential applications of your research. You should also mention any limitations of your research that may affect the interpretation of your findings.
• Provide a conclusion : Provide a concise conclusion that summarizes the main points of your paper and emphasizes the significance of your research. This should be a strong and clear statement that leaves a lasting impression on the reader.
• Offer suggestions for future research: Lastly, offer suggestions for future research that could build on your findings and contribute to further advancements in the field.

Remember that the conclusion should be brief and to the point, while still effectively summarizing the key findings and implications of your research.

Example of Research Paper Conclusion

Here’s an example of a research paper conclusion:

Conclusion :

In conclusion, our study aimed to investigate the relationship between social media use and mental health among college students. Our findings suggest that there is a significant association between social media use and increased levels of anxiety and depression among college students. This highlights the need for increased awareness and education about the potential negative effects of social media use on mental health, particularly among college students.

Despite the limitations of our study, such as the small sample size and self-reported data, our findings have important implications for future research and practice. Future studies should aim to replicate our findings in larger, more diverse samples, and investigate the potential mechanisms underlying the association between social media use and mental health. In addition, interventions should be developed to promote healthy social media use among college students, such as mindfulness-based approaches and social media detox programs.

Overall, our study contributes to the growing body of research on the impact of social media on mental health, and highlights the importance of addressing this issue in the context of higher education. By raising awareness and promoting healthy social media use among college students, we can help to reduce the negative impact of social media on mental health and improve the well-being of young adults.

Purpose of Research Paper Conclusion

The purpose of a research paper conclusion is to provide a summary and synthesis of the key findings, significance, and implications of the research presented in the paper. The conclusion serves as the final opportunity for the writer to convey their message and leave a lasting impression on the reader.

The conclusion should restate the research problem or question, summarize the main results of the research, and explain their significance. It should also acknowledge the limitations of the study and suggest areas for future research or action.

Overall, the purpose of the conclusion is to provide a sense of closure to the research paper and to emphasize the importance of the research and its potential impact. It should leave the reader with a clear understanding of the main findings and why they matter. The conclusion serves as the writer’s opportunity to showcase their contribution to the field and to inspire further research and action.

When to Write Research Paper Conclusion

The conclusion of a research paper should be written after the body of the paper has been completed. It should not be written until the writer has thoroughly analyzed and interpreted their findings and has written a complete and cohesive discussion of the research.

Before writing the conclusion, the writer should review their research paper and consider the key points that they want to convey to the reader. They should also review the research question, hypotheses, and methodology to ensure that they have addressed all of the necessary components of the research.

Once the writer has a clear understanding of the main findings and their significance, they can begin writing the conclusion. The conclusion should be written in a clear and concise manner, and should reiterate the main points of the research while also providing insights and recommendations for future research or action.

Characteristics of Research Paper Conclusion

The characteristics of a research paper conclusion include:

• Clear and concise: The conclusion should be written in a clear and concise manner, summarizing the key findings and their significance.
• Comprehensive: The conclusion should address all of the main points of the research paper, including the research question or problem, the methodology, the main results, and their implications.
• Future-oriented : The conclusion should provide insights and recommendations for future research or action, based on the findings of the research.
• Impressive : The conclusion should leave a lasting impression on the reader, emphasizing the importance of the research and its potential impact.
• Objective : The conclusion should be based on the evidence presented in the research paper, and should avoid personal biases or opinions.
• Unique : The conclusion should be unique to the research paper and should not simply repeat information from the introduction or body of the paper.

Advantages of Research Paper Conclusion

The advantages of a research paper conclusion include:

• Summarizing the key findings : The conclusion provides a summary of the main findings of the research, making it easier for the reader to understand the key points of the study.
• Emphasizing the significance of the research: The conclusion emphasizes the importance of the research and its potential impact, making it more likely that readers will take the research seriously and consider its implications.
• Providing recommendations for future research or action : The conclusion suggests practical recommendations for future research or action, based on the findings of the study.
• Providing closure to the research paper : The conclusion provides a sense of closure to the research paper, tying together the different sections of the paper and leaving a lasting impression on the reader.
• Demonstrating the writer’s contribution to the field : The conclusion provides the writer with an opportunity to showcase their contribution to the field and to inspire further research and action.

Limitations of Research Paper Conclusion

While the conclusion of a research paper has many advantages, it also has some limitations that should be considered, including:

• I nability to address all aspects of the research: Due to the limited space available in the conclusion, it may not be possible to address all aspects of the research in detail.
• Subjectivity : While the conclusion should be objective, it may be influenced by the writer’s personal biases or opinions.
• Lack of new information: The conclusion should not introduce new information that has not been discussed in the body of the research paper.
• Lack of generalizability: The conclusions drawn from the research may not be applicable to other contexts or populations, limiting the generalizability of the study.
• Misinterpretation by the reader: The reader may misinterpret the conclusions drawn from the research, leading to a misunderstanding of the findings.

About the author

Muhammad Hassan

Researcher, Academic Writer, Web developer

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Written by Mary Kate Miller | June 1, 2021

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Market research is a cornerstone of all successful, strategic businesses. It can also be daunting for entrepreneurs looking to launch a startup or start a side hustle . What is market research, anyway? And how do you…do it?

We’ll walk you through absolutely everything you need to know about the market research process so that by the end of this guide, you’ll be an expert in market research too. And what’s more important: you’ll have actionable steps you can take to start collecting your own market research.

What Is Market Research?

Market research is the organized process of gathering information about your target customers and market. Market research can help you better understand customer behavior and competitor strengths and weaknesses, as well as provide insight for the best strategies in launching new businesses and products. There are different ways to approach market research, including primary and secondary research and qualitative and quantitative research. The strongest approaches will include a combination of all four.

“Virtually every business can benefit from conducting some market research,” says Niles Koenigsberg of Real FiG Advertising + Marketing . “Market research can help you piece together your [business’s] strengths and weaknesses, along with your prospective opportunities, so that you can understand where your unique differentiators may lie.” Well-honed market research will help your brand stand out from the competition and help you see what you need to do to lead the market. It can also do so much more.

The Purposes of Market Research

Why do market research? It can help you…

• Pinpoint your target market, create buyer personas, and develop a more holistic understanding of your customer base and market.
• Understand current market conditions to evaluate risks and anticipate how your product or service will perform.
• Validate a concept prior to launch.
• Identify gaps in the market that your competitors have created or overlooked.
• Solve problems that have been left unresolved by the existing product/brand offerings.
• Identify opportunities and solutions for new products or services.
• Develop killer marketing strategies .

What Are the Benefits of Market Research?

Strong market research can help your business in many ways. It can…

• Strengthen your market position.
• Help you identify your strengths and weaknesses.
• Help you identify your competitors’ strengths and weaknesses.
• Minimize risk.
• Center your customers’ experience from the get-go.
• Help you create a dynamic strategy based on market conditions and customer needs/demands.

What Are the Basic Methods of Market Research?

The basic methods of market research include surveys, personal interviews, customer observation, and the review of secondary research. In addition to these basic methods, a forward-thinking market research approach incorporates data from the digital landscape like social media analysis, SEO research, gathering feedback via forums, and more. Throughout this guide, we will cover each of the methods commonly used in market research to give you a comprehensive overview.

Primary vs. Secondary Market Research

Primary and secondary are the two main types of market research you can do. The latter relies on research conducted by others. Primary research, on the other hand, refers to the fact-finding efforts you conduct on your own.

This approach is limited, however. It’s likely that the research objectives of these secondary data points differ from your own, and it can be difficult to confirm the veracity of their findings.

Primary Market Research

Primary research is more labor intensive, but it generally yields data that is exponentially more actionable. It can be conducted through interviews, surveys, online research, and your own data collection. Every new business should engage in primary market research prior to launch. It will help you validate that your idea has traction, and it will give you the information you need to help minimize financial risk.

You can hire an agency to conduct this research on your behalf. This brings the benefit of expertise, as you’ll likely work with a market research analyst. The downside is that hiring an agency can be expensive—too expensive for many burgeoning entrepreneurs. That brings us to the second approach. You can also do the market research yourself, which substantially reduces the financial burden of starting a new business .

Secondary Market Research

Secondary research includes resources like government databases and industry-specific data and publications. It can be beneficial to start your market research with secondary sources because it’s widely available and often free-to-access. This information will help you gain a broad overview of the market conditions for your new business.

Identify Your Goals and Your Audience

Before you begin conducting interviews or sending out surveys, you need to set your market research goals. At the end of your market research process, you want to have a clear idea of who your target market is—including demographic information like age, gender, and where they live—but you also want to start with a rough idea of who your audience might be and what you’re trying to achieve with market research.

You can pinpoint your objectives by asking yourself a series of guiding questions:

• What are you hoping to discover through your research?
• Who are you hoping to serve better because of your findings?
• What do you think your market is?
• Who are your competitors?
• Are you testing the reception of a new product category or do you want to see if your product or service solves the problem left by a current gap in the market?
• Are you just…testing the waters to get a sense of how people would react to a new brand?

Once you’ve narrowed down the “what” of your market research goals, you’re ready to move onto how you can best achieve them. Think of it like algebra. Many math problems start with “solve for x.” Once you know what you’re looking for, you can get to work trying to find it. It’s a heck of a lot easier to solve a problem when you know you’re looking for “x” than if you were to say “I’m gonna throw some numbers out there and see if I find a variable.”

How to Do Market Research

This guide outlines every component of a comprehensive market research effort. Take into consideration the goals you have established for your market research, as they will influence which of these elements you’ll want to include in your market research strategy.

Secondary Data

Secondary data allows you to utilize pre-existing data to garner a sense of market conditions and opportunities. You can rely on published market studies, white papers, and public competitive information to start your market research journey.

Secondary data, while useful, is limited and cannot substitute your own primary data. It’s best used for quantitative data that can provide background to your more specific inquiries.

Find Your Customers Online

Once you’ve identified your target market, you can use online gathering spaces and forums to gain insights and give yourself a competitive advantage. Rebecca McCusker of The Creative Content Shop recommends internet recon as a vital tool for gaining a sense of customer needs and sentiment. “Read their posts and comments on forums, YouTube video comments, Facebook group [comments], and even Amazon/Goodreads book comments to get in their heads and see what people are saying.”

If you’re interested in engaging with your target demographic online, there are some general rules you should follow. First, secure the consent of any group moderators to ensure that you are acting within the group guidelines. Failure to do so could result in your eviction from the group.

Not all comments have the same research value. “Focus on the comments and posts with the most comments and highest engagement,” says McCusker. These high-engagement posts can give you a sense of what is already connecting and gaining traction within the group.

Social media can also be a great avenue for finding interview subjects. “LinkedIn is very useful if your [target customer] has a very specific job or works in a very specific industry or sector. It’s amazing the amount of people that will be willing to help,” explains Miguel González, a marketing executive at Dealers League . “My advice here is BE BRAVE, go to LinkedIn, or even to people you know and ask them, do quick interviews and ask real people that belong to that market and segment and get your buyer persona information first hand.”

Market research interviews can provide direct feedback on your brand, product, or service and give you a better understanding of consumer pain points and interests.

When organizing your market research interviews, you want to pay special attention to the sample group you’re selecting, as it will directly impact the information you receive. According to Tanya Zhang, the co-founder of Nimble Made , you want to first determine whether you want to choose a representative sample—for example, interviewing people who match each of the buyer persona/customer profiles you’ve developed—or a random sample.

“A sampling of your usual persona styles, for example, can validate details that you’ve already established about your product, while a random sampling may [help you] discover a new way people may use your product,” Zhang says.

Market Surveys

Market surveys solicit customer inclinations regarding your potential product or service through a series of open-ended questions. This direct outreach to your target audience can provide information on your customers’ preferences, attitudes, buying potential, and more.

Every expert we asked voiced unanimous support for market surveys as a powerful tool for market research. With the advent of various survey tools with accessible pricing—or free use—it’s never been easier to assemble, disseminate, and gather market surveys. While it should also be noted that surveys shouldn’t replace customer interviews , they can be used to supplement customer interviews to give you feedback from a broader audience.

Who to Include in Market Surveys

• Current customers
• Past customers
• Your existing audience (such as social media/newsletter audiences)

Example Questions to Include in Market Surveys

While the exact questions will vary for each business, here are some common, helpful questions that you may want to consider for your market survey. Demographic Questions: the questions that help you understand, demographically, who your target customers are:

• “What is your age?”
• “Where do you live?”
• “What is your gender identity?”
• “What is your household income?”
• “What is your household size?”
• “What do you do for a living?”
• “What is your highest level of education?”

Product-Based Questions: Whether you’re seeking feedback for an existing brand or an entirely new one, these questions will help you get a sense of how people feel about your business, product, or service:

• “How well does/would our product/service meet your needs?”
• “How does our product/service compare to similar products/services that you use?”
• “How long have you been a customer?” or “What is the likelihood that you would be a customer of our brand?

Personal/Informative Questions: the deeper questions that help you understand how your audience thinks and what they care about.

• “What are your biggest challenges?”
• “What’s most important to you?”
• “What do you do for fun (hobbies, interests, activities)?”
• “Where do you seek new information when researching a new product?”
• “How do you like to make purchases?”
• “What is your preferred method for interacting with a brand?”

Survey Tools

Online survey tools make it easy to distribute surveys and collect responses. The best part is that there are many free tools available. If you’re making your own online survey, you may want to consider SurveyMonkey, Typeform, Google Forms, or Zoho Survey.

Competitive Analysis

A competitive analysis is a breakdown of how your business stacks up against the competition. There are many different ways to conduct this analysis. One of the most popular methods is a SWOT analysis, which stands for “strengths, weaknesses, opportunities, and threats.” This type of analysis is helpful because it gives you a more robust understanding of why a customer might choose a competitor over your business. Seeing how you stack up against the competition can give you the direction you need to carve out your place as a market leader.

Social Media Analysis

Social media has fundamentally changed the market research landscape, making it easier than ever to engage with a wide swath of consumers. Follow your current or potential competitors on social media to see what they’re posting and how their audience is engaging with it. Social media can also give you a lower cost opportunity for testing different messaging and brand positioning.

SEO Analysis and Opportunities

SEO analysis can help you identify the digital competition for getting the word out about your brand, product, or service. You won’t want to overlook this valuable information. Search listening tools offer a novel approach to understanding the market and generating the content strategy that will drive business. Tools like Google Trends and Awario can streamline this process.

Ready to Kick Your Business Into High Gear?

Now that you’ve completed the guide to market research you know you’re ready to put on your researcher hat to give your business the best start. Still not sure how actually… launch the thing? Our free mini-course can run you through the essentials for starting your side hustle .

About Mary Kate Miller

Mary Kate Miller writes about small business, real estate, and finance. In addition to writing for Foundr, her work has been published by The Washington Post, Teen Vogue, Bustle, and more. She lives in Chicago.

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How To Present Your Market Research Results And Reports In An Efficient Way

Table of Contents

1) What Is A Market Research Report?

2) Market Research Reports Examples

3) Why Do You Need Market Research Reports

4) How To Make A Market Research Report?

5) Types Of Market Research Reports

6) Challenges & Mistakes Market Research Reports

Market research analyses are the go-to solution for many professionals, and for good reason: they save time, offer fresh insights, and provide clarity on your business. In turn, market research reports will help you to refine and polish your strategy. Plus, a well-crafted report will give your work more credibility while adding weight to any marketing recommendations you offer a client or executive.

But, while this is the case, today’s business world still lacks a way to present market-based research results efficiently. The static, antiquated nature of PowerPoint makes it a bad choice for presenting research discoveries, yet it is still widely used to present results. 

Fortunately, things are moving in the right direction. There are online data visualization tools that make it easy and fast to build powerful market research dashboards. They come in handy to manage the outcomes, but also the most important aspect of any analysis: the presentation of said outcomes, without which it becomes hard to make accurate, sound decisions. 

Here, we consider the benefits of conducting research analyses while looking at how to write and present market research reports, exploring their value, and, ultimately, getting the very most from your research results by using professional market research software .

Let’s get started.

What Is a Market Research Report?

A market research report is an online reporting tool used to analyze the public perception or viability of a company, product, or service. These reports contain valuable and digestible information like customer survey responses and social, economic, and geographical insights.

On a typical market research results example, you can interact with valuable trends and gain insight into consumer behavior and visualizations that will empower you to conduct effective competitor analysis. Rather than adding streams of tenuous data to a static spreadsheet, a full market research report template brings the outcomes of market-driven research to life, giving users a data analysis tool to create actionable strategies from a range of consumer-driven insights.

With digital market analysis reports, you can make your business more intelligent more efficient, and, ultimately, meet the needs of your target audience head-on. This, in turn, will accelerate your commercial success significantly.

Your Chance: Want to test a market research reporting software? Explore our 14-day free trial & benefit from interactive research reports!

How To Present Your Results: 4 Essential Market Research Report Templates

When it comes to sharing rafts of invaluable information, research dashboards are invaluable.

Any market analysis report example worth its salt will allow everyone to get a firm grip on their results and discoveries on a single page with ease. These dynamic online dashboards also boast interactive features that empower the user to drill down deep into specific pockets of information while changing demographic parameters, including gender, age, and region, filtering the results swiftly to focus on the most relevant insights for the task at hand.

These four market research report examples are different but equally essential and cover key elements required for market survey report success. You can also modify each and use it as a client dashboard .

While there are numerous types of dashboards that you can choose from to adjust and optimize your results, we have selected the top 3 that will tell you more about the story behind them. Let’s take a closer look.

1. Market Research Report: Brand Analysis

Our first example shares the results of a brand study. To do so, a survey has been performed on a sample of 1333 people, information that we can see in detail on the left side of the board, summarizing the gender, age groups, and geolocation.

**click to enlarge**

At the dashboard's center, we can see the market-driven research discoveries concerning first brand awareness with and without help, as well as themes and celebrity suggestions, to know which image the audience associates with the brand.

Such dashboards are extremely convenient to share the most important information in a snapshot. Besides being interactive (but it cannot be seen on an image), it is even easier to filter the results according to certain criteria without producing dozens of PowerPoint slides. For instance, I could easily filter the report by choosing only the female answers, only the people aged between 25 and 34, or only the 25-34 males if that is my target audience.

Primary KPIs:

a) Unaided Brand Awareness

The first market research KPI in this most powerful report example comes in the form of unaided brand awareness. Presented in a logical line-style chart, this particular market study report sample KPI is invaluable, as it will give you a clear-cut insight into how people affiliate your brand within their niche.

As you can see from our example, based on a specific survey question, you can see how your brand stacks up against your competitors regarding awareness. Based on these outcomes, you can formulate strategies to help you stand out more in your sector and, ultimately, expand your audience.

b) Aided Brand Awareness

This market survey report sample KPI focuses on aided brand awareness. A visualization that offers a great deal of insight into which brands come to mind in certain niches or categories, here, you will find out which campaigns and messaging your target consumers are paying attention to and engaging with.

By gaining access to this level of insight, you can conduct effective competitor research and gain valuable inspiration for your products, promotional campaigns, and marketing messages.

c) Brand image

When it comes to research reporting, understanding how others perceive your brand is one of the most golden pieces of information you could acquire. If you know how people feel about your brand image, you can take informed and very specific actions that will enhance the way people view and interact with your business.

By asking a focused question, this visual of KPIs will give you a definitive idea of whether respondents agree, disagree, or are undecided on particular descriptions or perceptions related to your brand image. If you’re looking to present yourself and your message in a certain way (reliable, charming, spirited, etc.), you can see how you stack up against the competition and find out if you need to tweak your imagery or tone of voice - invaluable information for any modern business.

d) Celebrity analysis

This indicator is a powerful part of our research KPI dashboard on top, as it will give you a direct insight into the celebrities, influencers, or public figures that your most valued consumers consider when thinking about (or interacting with) your brand.

Displayed in a digestible bar chart-style format, this useful metric will not only give you a solid idea of how your brand messaging is perceived by consumers (depending on the type of celebrity they associate with your brand) but also guide you on which celebrities or influencers you should contact.

By working with the right influencers in your niche, you will boost the impact and reach of your marketing campaigns significantly, improving your commercial awareness in the process. And this is the KPI that will make it happen.

2. Market Research Results On Customer Satisfaction

Here, we have some of the most important data a company should care about: their already-existing customers and their perception of their relationship with the brand. It is crucial when we know that it is five times more expensive to acquire a new consumer than to retain one.

This is why tracking metrics like the customer effort score or the net promoter score (how likely consumers are to recommend your products and services) is essential, especially over time. You need to improve these scores to have happy customers who will always have a much bigger impact on their friends and relatives than any of your amazing ad campaigns. Looking at other satisfaction indicators like the quality, pricing, and design, or the service they received is also a best practice: you want a global view of your performance regarding customer satisfaction metrics .

Such research results reports are a great tool for managers who do not have much time and hence need to use them effectively. Thanks to these dashboards, they can control data for long-running projects anytime.

Primary KPIs :

a) Net Promoter Score (NPS)

Another pivotal part of any informative research presentation is your NPS score, which will tell you how likely a customer is to recommend your brand to their peers.

Centered on overall customer satisfaction, your NPS Score can cover the functions and output of many departments, including marketing, sales, and customer service, but also serve as a building block for a call center dashboard . When you’re considering how to present your research effectively, this balanced KPI offers a masterclass. It’s logical, it has a cohesive color scheme, and it offers access to vital information at a swift glance. With an NPS Score, customers are split into three categories: promoters (those scoring your service 9 or 10), passives (those scoring your service 7 or 8), and detractors (those scoring your service 0 to 6). The aim of the game is to gain more promoters. By gaining an accurate snapshot of your NPS Score, you can create intelligent strategies that will boost your results over time.

b) Customer Satisfaction Score (CSAT)

The next in our examples of market research reports KPIs comes in the form of the CSAT. The vast majority of consumers that have a bad experience will not return. Honing in on your CSAT is essential if you want to keep your audience happy and encourage long-term consumer loyalty.

This magnificent, full report KPI will show how satisfied customers are with specific elements of your products or services. Getting to grips with these scores will allow you to pinpoint very specific issues while capitalizing on your existing strengths. As a result, you can take measures to improve your CSAT score while sharing positive testimonials on your social media platforms and website to build trust.

c) Customer Effort Score (CES)

When it comes to presenting research findings, keeping track of your CES Score is essential. The CES Score KPI will give you instant access to information on how easy or difficult your audience can interact with or discover your company based on a simple scale of one to ten.

By getting a clear-cut gauge of how your customers find engagement with your brand, you can iron out any weaknesses in your user experience (UX) offerings while spotting any friction, bottlenecks, or misleading messaging. In doing so, you can boost your CES score, satisfy your audience, and boost your bottom line.

3. Market Research Results On Product Innovation

This final market-driven research example report focuses on the product itself and its innovation. It is a useful report for future product development and market potential, as well as pricing decisions.

Using the same sample of surveyed people as for the first market-focused analytical report , they answer questions about their potential usage and purchase of the said product. It is good primary feedback on how the market would receive the new product you would launch. Then comes the willingness to pay, which helps set a price range that will not be too cheap to be trusted nor too expensive for what it is. That will be the main information for your pricing strategy.

a) Usage Intention

The first of our product innovation KPI-based examples comes in the form of usage intention. When you’re considering how to write a market research report, including metrics centered on consumer intent is critical.

This simple yet effective visualization will allow you to understand not only how users see your product but also whether they prefer previous models or competitor versions . While you shouldn’t base all of your product-based research on this KPI, it is very valuable, and you should use it to your advantage frequently.

b) Purchase Intention

Another aspect to consider when looking at how to present market research data is your audience’s willingness or motivation to purchase your product. Offering percentage-based information, this effective KPI provides a wealth of at-a-glance information to help you make accurate forecasts centered on your product and service offerings.

Analyzing this information regularly will give you the confidence and direction to develop strategies that will steer you to a more prosperous future, meeting the ever-changing needs of your audience on an ongoing basis.

c) Willingness To Pay (WPS)

Our final market research example KPI is based on how willing customers are to pay for a particular service or product based on a specific set of parameters. This dynamic visualization, represented in an easy-to-follow pie chart, will allow you to realign the value of your product (USPs, functions, etc.) while setting price points that are most likely to result in conversions. This is a market research presentation template that every modern organization should use to its advantage.

4. Market Research Report On Customer Demographics 

This particular example of market research report, generated with a modern dashboard creator , is a powerful tool, as it displays a cohesive mix of key demographic information in one intuitive space.

By breaking down these deep pockets of consumer-centric information, you can gain the power to develop more impactful customer communications while personalizing every aspect of your target audience’s journey across every channel or touchpoint. As a result, you can transform theoretical insights into actionable strategies that will result in significant commercial growth. 

Every section of this responsive marketing research report works in unison to build a profile of your core audience in a way that will guide your company’s consumer-facing strategies with confidence. With in-depth visuals based on gender, education level, and tech adoption, you have everything you need to speak directly to your audience at your fingertips.

Let’s look at the key performance indicators (KPIs) of this invaluable market research report example in more detail.

a) Customer By Gender

This KPI is highly visual and offers a clear-cut representation of your company’s gender share over time. By gaining access to this vital information, you can deliver a more personalized experience to specific audience segments while ensuring your messaging is fair, engaging, and inclusive.

b) Customers by education level

The next market analysis report template is a KPI that provides a logical breakdown of your customers’ level of education. By using this as a demographic marker, you can refine your products to suit the needs of your audience while crafting your content in a way that truly resonates with different customer groups.

c) Customers by technology adoption

Particularly valuable if you’re a company that sells tech goods or services, this linear KPI will show you where your customers are in terms of technological know-how or usage. By getting to grips with this information over time, you can develop your products or services in a way that offers direct value to your consumers while making your launches or promotions as successful as possible.

d) Customer age groups

By understanding your customers’ age distribution in detail, you can gain a deep understanding of their preferences. And that’s exactly what this market research report sample KPI does. Presented in a bar chart format, this KPI will give you a full breakdown of your customers’ age ranges, allowing you to build detailed buyer personas and segment your audience effectively.

Why Do You Need Market Research Reports?

As the adage goes, “Look before you leap“ – which is exactly what a research report is here for. As the headlights of a car, they will show you the pitfalls and fast lanes on your road to success: likes and dislikes of a specific market segment in a certain geographical area, their expectations, and readiness. Among other things, a research report will let you:

• Get a holistic view of the market : learn more about the target market and understand the various factors involved in the buying decisions. A broader view of the market lets you benchmark other companies you do not focus on. This, in turn, will empower you to gather the industry data that counts most. This brings us to our next point.
• Curate industry information with momentum: Whether you’re looking to rebrand, improve on an existing service, or launch a new product, time is of the essence. By working with the best market research reports created with modern BI reporting tools , you can visualize your discoveries and data, formatting them in a way that not only unearths hidden insights but also tells a story - a narrative that will gain a deeper level of understanding into your niche or industry. The features and functionality of a market analysis report will help you grasp the information that is most valuable to your organization, pushing you ahead of the pack in the process.
• Validate internal research: Doing the internal analysis is one thing, but double-checking with a third party also greatly helps avoid getting blinded by your own data.
• Use actionable data and make informed decisions: Once you understand consumer behavior as well as the market, your competitors, and the issues that will affect the industry in the future, you are better armed to position your brand. Combining all of it with the quantitative data collected will allow you to more successful product development. To learn more about different methods, we suggest you read our guide on data analysis techniques .
• Strategic planning: When you want to map out big-picture organizational goals, launch a new product development, plan a geographic market expansion, or even a merger and acquisition – all of this strategic thinking needs solid foundations to fulfill the variety of challenges that come along.
• Consistency across the board: Collecting, presenting, and analyzing your results in a way that’s smarter, more interactive, and more cohesive will ensure your customer communications, marketing campaigns, user journey, and offerings meet your audience’s needs consistently across the board. The result? Faster growth, increased customer loyalty, and more profit.
• Better communication: The right market research analysis template (or templates) will empower everyone in the company with access to valuable information - the kind that is relevant and comprehensible. When everyone is moving to the beat of the same drum, they will collaborate more effectively and, ultimately, push the venture forward thanks to powerful online data analysis techniques.
• Centralization: Building on the last point, using a powerful market research report template in the form of a business intelligence dashboard will make presenting your findings to external stakeholders and clients far more effective, as you can showcase a wealth of metrics, information, insights, and invaluable feedback from one centralized, highly visual interactive screen. 
• Brand reputation: In the digital age, brand reputation is everything. By making vital improvements in all of the key areas above, you will meet your customers’ needs head-on with consistency while finding innovative ways to stand out from your competitors. These are the key ingredients of long-term success.

How To Present Market Research Analysis Results?

Here we look at how you should present your research reports, considering the steps it takes to connect with the outcomes you need to succeed:

• Collect your data 

As with any reporting process, you first and foremost need to collect the data you’ll use to conduct your studies. Businesses conduct research studies to analyze their brand awareness, identity, and influence in the market. For product development and pricing decisions, among many others. That said, there are many ways to collect information for a market research report. Among some of the most popular ones, we find: 

• Surveys: Probably the most common way to collect research data, surveys can come in the form of open or closed questions that can be answered anonymously. They are the cheapest and fastest way to collect insights about your customers and business. 
• Interviews : These are face-to-face discussions that allow the researcher to analyze responses as well as the body language of the interviewees. This method is often used to define buyer personas by analyzing the subject's budget, job title, lifestyle, wants, and needs, among other things. 
• Focus groups : This method involves a group of people discussing a topic with a mediator. It is often used to evaluate a new product or new feature or to answer a specific question that the researcher might have. 
• Observation-based research : In this type of research, the researcher or business sits back and watches customers interact with the product without any instructions or help. It allows us to identify pain points as well as strong features. 
• Market segmentation : This study allows you to identify and analyze potential market segments to target. Businesses use it to expand into new markets and audiences. 

These are just a few of the many ways in which you can gather your information. The important point is to keep the research objective as straightforward as possible. Supporting yourself with professional BI solutions to clean, manage, and present your insights is probably the smartest choice.

2. Hone in on your research:

When looking at how to source consumer research in a presentation, you should focus on two areas: primary and secondary research. Primary research comes from your internal data, monitoring existing organizational practices, the effectiveness of sales, and the tools used for communication, for instance. Primary research also assesses market competition by evaluating the company plans of the competitors. Secondary research focuses on existing data collected by a third party, information used to perform benchmarking and market analysis. Such metrics help in deciding which market segments are the ones the company should focus its efforts on or where the brand is standing in the minds of consumers. Before you start the reporting process, you should set your goals, segmenting your research into primary and secondary segments to get to grips with the kind of information you need to work with to achieve effective results.

3. Segment your customers:

To give your market research efforts more context, you should segment your customers into different groups according to the preferences outlined in the survey or feedback results or by examining behavioral or demographic data.

If you segment your customers, you can tailor your market research and analysis reports to display only the information, charts, or graphics that will provide actionable insights into their wants, needs, or industry-based pain points. 

• Identify your stakeholders:

Once you’ve drilled down into your results and segmented your consumer groups, it’s important to consider the key stakeholders within the organization that will benefit from your information the most. 

By looking at both internal and external stakeholders, you will give your results a path to effective presentation, gaining the tools to understand which areas of feedback or data are most valuable, as well as most redundant. As a consequence, you will ensure your results are concise and meet the exact information needs of every stakeholder involved in the process.

• Set your KPIs:

First, remember that your reports should be concise and accurate - straight to the point without omitting any essential information. Work to ensure your insights are clean and organized, with participants grouped into relevant categories (demographics, profession, industry, education, etc.). Once you’ve organized your research, set your goals, and cleaned your data, you should set your KPIs to ensure your report is populated with the right visualizations to get the job done. Explore our full library of interactive KPI examples for inspiration.

• Include competitor’s analysis 

Whether you are doing product innovation research, customer demographics, pricing, or any other, including some level of insights about competitors in your reports is always recommended as it can help your business or client better understand where they stand in the market. That being said, competitor analysis is not as easy as picking a list of companies in the same industry and listing them. Your main competitor can be just a company's division in an entirely different industry. For example, Apple Music competes with Spotify even though Apple is a technology company. Therefore, it is important to carefully analyze competitors from a general but detailed level. 

Providing this kind of information in your reports can also help you find areas that competitors are not exploiting or that are weaker and use them to your advantage to become a market leader. 

• Produce your summary:

To complement your previous efforts, writing an executive summary of one or two pages that will explain the general idea of the report is advisable. Then come the usual body parts:

• An introduction providing background information, target audience, and objectives;
• The qualitative research describes the participants in the research and why they are relevant to the business;
• The survey research outlines the questions asked and answered;
• A summary of the insights and metrics used to draw the conclusions, the research methods chosen, and why;
• A presentation of the findings based on your research and an in-depth explanation of these conclusions.
• Use a mix of visualizations:

When presenting your results and discoveries, you should aim to use a balanced mix of text, graphs, charts, and interactive visualizations.

Using your summary as a guide, you should decide which type of visualization will present each specific piece of market research data most effectively (often, the easier to understand and more accessible, the better).

Doing so will allow you to create a story that will put your research information into a living, breathing context, providing a level of insight you need to transform industry, competitor, or consumer info or feedback into actionable strategies and initiatives.

• Be careful not to mislead 

Expanding on the point above, using a mix of visuals can prove highly valuable in presenting your results in an engaging and understandable way. That being said, when not used correctly, graphs and charts can also become misleading. This is a popular practice in the media, news, and politics, where designers tweak the visuals to manipulate the masses into believing a certain conclusion. This is a very unethical practice that can also happen by mistake when you don’t pick the right chart or are not using it in the correct way. Therefore, it is important to outline the message you are trying to convey and pick the chart type that will best suit those needs. 

Additionally, you should also be careful with the data you choose to display, as it can also become misleading. This can happen if you, for example, cherry-pick data, which means only showing insights that prove a conclusion instead of the bigger picture. Or confusing correlation with causation, which means assuming that because two events happened simultaneously, one caused the other. 

Being aware of these practices is of utmost importance as objectivity is crucial when it comes to dealing with data analytics, especially if you are presenting results to clients. Our guides on misleading statistics and misleading data visualizations can help you learn more about this important topic. 

• Use professional dashboards:

To optimize your market research discoveries, you must work with a dynamic business dashboard . Not only are modern dashboards presentable and customizable, but they will offer you past, predictive, and real-time insights that are accurate, interactive, and yield long-lasting results.

All market research reports companies or businesses gathering industry or consumer-based information will benefit from professional dashboards, as they offer a highly powerful means of presenting your data in a way everyone can understand. And when that happens, everyone wins.

Did you know? The interactive nature of modern dashboards like datapine also offers the ability to quickly filter specific pockets of information with ease, offering swift access to invaluable insights.

• Prioritize interactivity 

The times when reports were static are long gone. Today, to extract the maximum value out of your research data, you need to be able to explore the information and answer any critical questions that arise during the presentation of results. To do so, modern reporting tools provide multiple interactivity features to help you bring your research results to life. 

For instance, a drill-down filter lets you go into lower levels of hierarchical data without generating another graph. For example, imagine you surveyed customers from 10 different countries. In your report, you have a chart displaying the number of customers by country, but you want to analyze a specific country in detail. A drill down filter would enable you to click on a specific country and display data by city on that same chart. Even better, a global filter would allow you to filter the entire report to show only results for that specific country. 

Through the use of interactive filters, such as the one we just mentioned, you’ll not only make the presentation of results more efficient and profound, but you’ll also avoid generating pages-long reports to display static results. All your information will be displayed in a single interactive page that can be filtered and explored upon need.  

• Customize the reports 

This is a tip that is valuable for any kind of research report, especially when it comes to agencies that are reporting to external clients. Customizing the report to match your client’s colors, logo, font, and overall branding will help them grasp the data better, thanks to a familiar environment. This is an invaluable tip as often your audience will not feel comfortable dealing with data and might find it hard to understand or intimidating. Therefore, providing a familiar look that is also interactive and easier to understand will keep them engaged and collaborative throughout the process. 

Plus, customizing the overall appearance of the report will also make your agency look more professional, adding extra value to your service. 

• Know your design essentials 

When you’re presenting your market research reports sample to internal or external stakeholders, having a firm grasp on fundamental design principles will make your metrics and insights far more persuasive and compelling.

By arranging your metrics in a balanced and logical format, you can guide users toward key pockets of information exactly when needed. In turn, this will improve decision-making and navigation, making your reports as impactful as possible.

For essential tips, read our 23 dashboard design principles & best practices to enhance your analytics process.

• Think of security and privacy 

Cyberattacks are increasing at a concerning pace, making security a huge priority for organizations of all sizes today. The costs of having your sensitive information leaked are not only financial but also reputational, as customers might not trust you again if their data ends up in the wrong hands. Given that market research analysis is often performed by agencies that handle data from clients, security and privacy should be a top priority.  

To ensure the required security and privacy, it is necessary to invest in the right tools to present your research results. For instance, tools such as datapine offer enterprise-level security protocols that ensure your information is encrypted and protected at all times. Plus, the tool also offers additional security features, such as being able to share your reports through a password-protected URL or to set viewer rights to ensure only the right people can access and manipulate the data. 

• Keep on improving & evolving

Each time you gather or gain new marketing research reports or market research analysis report intel, you should aim to refine your existing dashboards to reflect the ever-changing landscape around you.

If you update your reports and dashboards according to the new research you conduct and new insights you connect with, you will squeeze maximum value from your metrics, enjoying consistent development in the process.

Types of Market Research Reports: Primary & Secondary Research

With so many market research examples and such little time, knowing how to best present your insights under pressure can prove tricky.

To squeeze every last drop of value from your market research efforts and empower everyone with access to the right information, you should arrange your information into two main groups: primary research and secondary research.

A. Primary research

Primary research is based on acquiring direct or first-hand information related to your industry or sector and the customers linked to it.

Exploratory primary research is an initial form of information collection where your team might set out to identify potential issues, opportunities, and pain points related to your business or industry. This type of research is usually carried out in the form of general surveys or open-ended consumer Q&As, which nowadays are often performed online rather than offline . 

Specific primary research is definitive, with information gathered based on the issues, information, opportunities, or pain points your business has already uncovered. When doing this kind of research, you can drill down into a specific segment of your customers and seek answers to the opportunities, issues, or pain points in question.

When you’re conducting primary research to feed into your market research reporting efforts, it’s important to find reliable information sources. The most effective primary research sources include:

• Consumer-based statistical data
• Social media content
• Polls and Q&A
• Trend-based insights
• Competitor research
• First-hand interviews

B. Secondary research

Secondary research refers to every strand of relevant data or public records you have to gain a deeper insight into your market and target consumers. These sources include trend reports, market stats, industry-centric content, and sales insights you have at your disposal.  Secondary research is an effective way of gathering valuable intelligence about your competitors. 

You can gather very precise, insightful secondary market research insights from:

• Public records and resources like Census data, governmental reports, or labor stats
• Commercial resources like Gartner, Statista, or Forrester
• Articles, documentaries, and interview transcripts

Another essential branch of both primary and secondary research is internal intelligence. When it comes to efficient market research reporting examples that will benefit your organization, looking inward is a powerful move. 

Existing sales, demographic, or marketing performance insights will lead you to valuable conclusions. Curating internal information will ensure your market research discoveries are well-rounded while helping you connect with the information that will ultimately give you a panoramic view of your target market. 

By understanding both types of research and how they can offer value to your business, you can carefully choose the right informational sources, gather a wide range of intelligence related to your specific niche, and, ultimately, choose the right market research report sample for your specific needs.

If you tailor your market research report format to the type of research you conduct, you will present your visualizations in a way that provides the right people with the right insights, rather than throwing bundles of facts and figures on the wall, hoping that some of them stick.

Taking ample time to explore a range of primary and secondary sources will give your discoveries genuine context. By doing so, you will have a wealth of actionable consumer and competitor insights at your disposal at every stage of your organization’s development (a priceless weapon in an increasingly competitive digital age). 

Dynamic market research is the cornerstone of business development, and a dashboard builder is the vessel that brings these all-important insights to life. Once you get into that mindset, you will ensure that your research results always deliver maximum value.

Common Challenges & Mistakes Of Market Research Reporting & Analysis

We’ve explored different types of market research analysis examples and considered how to conduct effective research. Now, it’s time to look at the key mistakes of market research reporting.  Let’s start with the mistakes.

The mistakes

One of the biggest mistakes that stunt the success of a company’s market research efforts is strategy. Without taking the time to gather an adequate mix of insights from various sources and define your key aims or goals, your processes will become disjointed. You will also suffer from a severe lack of organizational vision.

For your market research-centric strategy to work, everyone within the company must be on the same page. Your core aims and objectives must align throughout the business, and everyone must be clear on their specific role. If you try to craft a collaborative strategy and decide on your informational sources from the very start of your journey, your strategy will deliver true growth and intelligence.

• Measurement

Another classic market research mistake is measurement – or, more accurately, a lack of precise measurement. When embarking on market intelligence gathering processes, many companies fail to select the right KPIs and set the correct benchmarks for the task at hand. Without clearly defined goals, many organizations end up with a market analysis report format that offers little or no value in terms of decision-making or market insights.

To drive growth with your market research efforts, you must set clearly defined KPIs that align with your specific goals, aims, and desired outcomes.

• Competition

A common mistake among many new or scaling companies is failing to explore and examine the competition. This will leave you with gaping informational blindspots. To truly benefit from market research, you must gather valuable nuggets of information from every key source available. Rather than solely looking at your consumers and the wider market (which is incredibly important), you should take the time to see what approach your direct competitors have adopted while getting to grips with the content and communications.

One of the most effective ways of doing so (and avoiding such a monumental market research mistake) is by signing up for your competitors’ mailing lists, downloading their apps, and examining their social media content. This will give you inspiration for your own efforts while allowing you to exploit any gaps in the market that your competitors are failing to fill.

The challenges

• Informational quality

We may have an almost infinite wealth of informational insights at our fingertips, but when it comes to market research, knowing which information to trust can prove an uphill struggle.

When working with metrics, many companies risk connecting with inaccurate insights or leading to a fruitless informational rabbit hole, wasting valuable time and resources in the process. To avoid such a mishap, working with a trusted modern market research and analysis sample is the only way forward.

• Senior buy-in

Another pressing market research challenge that stunts organizational growth is the simple case of senior buy-in. While almost every senior decision-maker knows that market research is an essential component of a successful commercial strategy, many are reluctant to invest an ample amount of time or money in the pursuit.

The best way to overcome such a challenge is by building a case that defines exactly how your market research strategies will offer a healthy ROI to every key aspect of the organization, from marketing and sales to customer experience (CX) and beyond.

• Response rates

Low interview, focus group, or poll response rates can have a serious impact on the success and value of your market research strategy. Even with adequate senior buy-in, you can’t always guarantee that you will get enough responses from early-round interviews or poll requests. If you don’t, your market research discoveries run the risk of being shallow or offering little in the way of actionable insight.

To overcome this common challenge, you can improve the incentive you offer your market research prospects while networking across various platforms to discover new contact opportunities. Changing the tone of voice of your ads or emails will also help boost your consumer or client response rates.

Bringing Your Reports a Step Further

Even if it is still widespread for market-style research results presentation, using PowerPoint at this stage is a hassle and presents many downsides and complications. When busy managers or short-on-time top executives grab a report, they want a quick overview that gives them an idea of the results and the big picture that addresses the objectives: they need a dashboard. This can be applied to all areas of a business that need fast and interactive data visualizations to support their decision-making.

We all know that a picture conveys more information than simple text or figures, so managing to bring it all together on an actionable dashboard will convey your message more efficiently. Besides, market research dashboards have the incredible advantage of always being up-to-date since they work with real-time insights: the synchronization/updating nightmare of dozens of PowerPoint slides doesn’t exist for you anymore. This is particularly helpful for tracking studies performed over time that recurrently need their data to be updated with more recent ones.

In today’s fast-paced business environment, companies must identify and grab new opportunities as they arise while staying away from threats and adapting quickly. In order to always be a step further and make the right decisions, it is critical to perform market research studies to get the information needed and make important decisions with confidence.

We’ve asked the question, “What is a market research report?”, and examined the dynamics of a modern market research report example, and one thing’s for sure: a visual market research report is the best way to understand your customer and thus increase their satisfaction by meeting their expectations head-on. 

From looking at a sample of a market research report, it’s also clear that modern dashboards help you see what is influencing your business with clarity, understand where your brand is situated in the market, and gauge the temperature of your niche or industry before a product or service launch. Once all the studies are done, you must present them efficiently to ensure everyone in the business can make the right decisions that result in real progress. Market research reports are your key allies in the matter.

To start presenting your results with efficient, interactive, dynamic research reports and win on tomorrow’s commercial battlefield, try our dashboard reporting software and test every feature with our 14-day free trial !

How to do Market Research: a Step-by-Step Guide

14 min read

Looking for the best way to do market research? From framing your initial question to extracting valuable customer insights, we’ll walk you through the lean market research process step-by-step. You will learn effective techniques for collecting and analyzing data , with practical tips on applying your findings to benefit your SaaS. Get ready to empower your decisions with real-world market intelligence.

• Market research is vital for making informed business decisions, enabling companies to understand the market, target audience, and competitors, reducing risks, and optimizing marketing communications and product strategies .
• Effective market research requires clear and measurable objectives, guiding decision-making and ensuring relevance to the project’s needs, and should be accompanied by appropriate methods , including both primary and secondary research .
• Applying insights from market research to product development and marketing strategies can significantly enhance business growth. This allows businesses to tailor their offerings and engage more effectively with their target market.

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What is market research

Essentially, market research is the process of understanding one’s target audience’s needs and wants to validate a new product, feature, or service idea. It involves probing and extracting answers based on empirical evidence instead of relying on hunches or speculative judgment.

Why should you do market research?

Understanding your consumers’ behavior and needs well through methodical market research is vital for informed decision-making when it comes to your product roadmap. These choices can make or break your SaaS company. Without thorough market research, you’re navigating blindly, basing crucial judgments on antiquated notions of customer habits, imprecise economic gauges, or untested assumptions rather than solid competitive analysis.

The outcome? Sharper marketing messages, savvy product development strategies, and an intimate grasp of both prospective buyers and existing customers’ preferences and needs.

Identifying your market research goals

Before you do anything – you need to determine specific and actionable goals of your market research project. Setting SMART (specific, measurable, achievable, relevant and time-bound) goals will help you stay on track, come up with better market research questions and achieve more reliable results faster.

For effective market research outcomes, your goals must be:

• Quantifiable .
• Attainable.
• Directly aligned with project requirements.

Having established unambiguous goals prior to delving into data analysis sets up a solid foundation ensuring pivotal questions, hypotheses, and indicators are systematically tackled during effective market research.

Market research methods

Now that you understand the role of well-defined research objectives, let’s examine the different types of market research and research techniques for realizing these goals. These methods are essentially your toolkit for extracting valuable insights and they fall into two broad categories: primary research and secondary research . Choosing between them depends on many factors such as your budget, time availability, and whether you’re looking for more exploratory research data or concrete answers.

Engaging in primary research is comparable to unearthing precious metals—it requires gathering new information straight from sources through several approaches including:

• Focus groups.

This approach gives you first-hand insight into your target audience.

Conversely, secondary research uses already established datasets of primary data – which can add depth and reinforcement to your firsthand findings. For a 360 view of your market trends, combine both techniques – exploratory primary research and secondary channels of inquiry.

Let’s look a bit deeper into them now.

What is primary market research?

Market research uses primary market research as an essential tool. This involves collecting new data directly from your target audience using various methods, such as surveys , focus groups, and interviews.

Each method has its benefits. For example, observational studies allow you to see how consumers interact with your product.

There are many ways to conduct primary research.

Focus Groups : Hold discussions with small groups of 5 to 10 people from your target audience. These discussions can provide valuable feedback on products, perceptions of your company’s brand name, or opinions on competitors.

Interviews : Have one-on-one conversations to gather detailed information from individuals in your target audience.

Surveys : These are a common tool in primary market research and can be used instead of focus groups to understand consumer attitudes. Surveys use structured questions and can reach a broad audience efficiently.

Navigating secondary market research

While market research using primary methods is like discovering precious metals, secondary market research technique is like using a treasure map. This approach uses data collected by others from various sources, providing a broad industry view. These sources include market analyses from agencies like Statista, historical data such as census records, and academic studies.

Secondary research provides the basic knowledge necessary for conducting primary market research goals but may lack detail on specific business questions and could also be accessible to competitors.

To make the most of secondary market research, it’s important to analyze summarized data to identify trends, rely on reputable sources for accurate data, and remain unbiased in data collection methods.

The effectiveness of secondary research depends significantly on how well the data is interpreted, ensuring that this information complements the insights from primary research.

The role of qualitative and quantitative data in market research

In market research, there are two main types of data: qualitative and quantitative. Qualitative data explores the reasons behind consumer actions, collecting non-numeric information to understand consumer behaviors and motivations. For more on gathering and analyzing qualitative data, see How to Analyse Qualitative Data . On the other hand, quantitative data uses numeric data to measure consumer preferences, behaviors, and market sizes. To learn more about handling this type of data, check out User Analytics .

A thorough market analysis usually combines both qualitative and quantitative data. This approach provides a full view of the market by merging detailed qualitative insights with concrete quantitative statistics. For more on combining these approaches, refer to Generative vs. Evaluative Research .

Gathering qualitative insights

Qualitative research involves direct engagement with customers, like having detailed discussions. It includes observational studies that capture genuine consumer reactions. This type of research provides deep insights into consumer perceptions, brand comparisons, consumer behavior, and feedback on specific product features.

Studies on customer satisfaction and loyalty reveal effective strategies for keeping customers and what keeps them loyal, such as loyalty programs and quality customer service. The strength of qualitative research lies in its ability to dig deeper than just numbers, reaching insights that quantitative data might miss. By using qualitative data to customize experiences, businesses can increase customer satisfaction, interaction , and loyalty, leading to greater business growth.

Analyzing quantitative data

Quantitative research provides precision and the ability to measure findings using structured data collection methods like polls and surveys. Product analytics tools such as Userpilot , Amplitude , Heap , and Mixpanel are highly effective for collecting and organizing quantifiable data. This type of data is crucial for identifying trends and insights, which can help businesses track important performance indicators such as conversion rates or customer lifetime value , supporting their growth strategies.

Quantitative research data is divided into two types: discrete data, which includes countable numbers, and continuous data, which consists of numbers that can have fractions or decimals. These are vital for revealing important demographic information.

Segmenting your target market

Market research plays a key role in segmenting your target audience into manageable segments.

These market segments are typically grouped by similar needs or attributes, and display similar responses in marketing research surveys and initiatives. The full market segmentation process is vital for comprehensively grasping and satisfying the requirements of your targeted consumer base.

Accumulating demographic information forms the basis for executing effective market segmentation strategies. Businesses prioritize obtaining user data such as:

• Job functions.
• Organizational scale.
• Customer demographics profiles.
• Lifestyle choices.
• Values systems.
• Product usage patterns.

This information can be collected in the initial sign-up flow (through a signup flow survey; see the Asana example below) or by conducting comprehensive market research surveys .

At its core, successful market segmentation enables businesses to communicate effectively in their target customers’ dialects while catering explicitly to their distinct demands.

Userpilot allows you to easily segment your users not only by demographic information, company size, plan, or role – but also by their in-app engagement ( behavioral segmentation ):

In summary, the techniques used to create detailed analyses, like conducting specialized surveys and carefully collecting relevant participant information, are crucial for identifying groups within a larger target population. These groups are defined by usage patterns and broad demographic and economic indicators, enabling companies to not only reach but also deeply connect with each niche market they aim to capture.

Creating buyer personas based on your market research

Creating buyer personas is a strategic process that helps businesses better understand and cater to their target customers. Here’s how you can systematically approach creating effective buyer personas:

• Gather Initial Data : Start by collecting basic demographic information such as age, gender, location, and education level. This can come from existing customer databases, market research, or industry reports.

• Segment the Audience : Based on the collected data, segment your audience into distinct groups. Each segment should represent a type of customer with similar characteristics and behaviors. This segmentation helps in personalizing marketing and sales strategies effectively.
• Build Detailed Personas : For each segment, create a detailed persona that includes not only demographic and behavioral traits but also psychographics like interests, values, and lifestyle. Each persona should tell the story of an ideal customer, making them relatable for your marketing team.
• Refine Over Time : Buyer personas are not static. As you gather more data and the market evolves, revisit and refine your personas to keep them relevant and accurate.
• Utilize Tools Like Userpilot : Tools such as Userpilot can enhance this process by providing analytics that reveal how users interact with your product. This can confirm hypotheses or uncover new insights about user preferences and behaviors, which can be integrated into existing personas to make them even more accurate.

By carefully crafting and continually updating buyer personas, businesses can achieve a deeper understanding of their customers. This enables them to tailor their offerings and communications effectively, thereby enhancing customer engagement and satisfaction.

Recruiting participants for primary research

Choosing the right participants for primary research is a crucial step in market research. It’s important to find individuals who can provide relevant and meaningful consumer feedback, on your product or service, as this feedback is key to developing accurate user personas.

Userpilot can be instrumental in this process. It collects data on how users interact with and use your products, helping you identify who might be the best candidates for more detailed studies, such as interviews.

To efficiently recruit participants for interviews, Userpilot’s in-app features, such as in-app modals with embedded surveys can be extremely useful. You can use these tools to engage directly with users who meet your specific criteria, right within your app.

This method not only simplifies the recruitment process but also ensures that you’re interacting with the most relevant users. By leveraging these features, you can gather deep insights that significantly enhance the development of your user personas, ensuring your research is both timely and informed.

Competitive analysis for strategic advantage

Competitive analysis helps businesses understand their rivals’ strategies. It involves identifying which industries or markets to target and listing key competitors to gain a clear view of the competitive environment. This includes evaluating competitors’ market share, strengths, weaknesses, and potential entry barriers, often using tools like SWOT analysis.

By understanding competitors’ operations and past marketing efforts, businesses can craft new strategies, pinpoint opportunities, and learn from competitors’ mistakes. Employing market research, brand perception surveys, and market statistics, alongside analytical frameworks like Porter’s Five Forces Model, helps businesses uncover new opportunities and maintain a competitive advantage.

Ultimately, competitive analysis uses the understanding of competition to fuel business growth.

Conducting effective market research surveys

Primary market research often uses surveys as a cost-effective way to gather data. These surveys reach wide audiences and provide quick feedback. It’s crucial to carefully plan the creation and distribution of these surveys to ensure they are effective. Given the high amount of web traffic from mobile devices, it’s particularly important to make surveys mobile-friendly.

To get the most comprehensive data, include both quantitative (closed-ended) and qualitative (open-ended) questions in your survey . Offering incentives like financial compensation or vouchers can encourage participation, but it’s important to manage these carefully to avoid biasing the responses.

Well-designed surveys are like direct interviews with your target audience and are key to obtaining valuable insights about their views and experiences.

Userpilot offers over 50 in-app survey templates along with a bespoke builder, which are important tools for collecting the right responses. These features allow you to tailor surveys precisely to your needs, ensuring you gather accurate and relevant data directly from your users. By leveraging these templates and customizing them with the bespoke builder, you can effectively engage your audience and enhance the quality of insights you receive. This setup is crucial for conducting efficient and effective market research.

Analyzing and interpreting market research data

Once you have collected data through surveys, market research data analysis is the next critical step. It involves identifying patterns, establishing connections, and extracting insights that inform business decisions.

Userpilot’s analytics suite offers deep and easily accessible insights into your market research data:

This process starts with preparing the data by cleaning and organizing it to ensure accuracy and ease of analysis. Depending on the study’s goals, various analytical methods can be used, from simple descriptive statistics to complex multivariate analyses, all chosen to provide meaningful insights.

The core of this analysis aims to uncover market trends and understand industry specifics, which can highlight key factors such as impactful customer experiences, profitable products or services, and effective marketing strategies. Communicating these findings effectively involves presenting them in clear reports and using visual aids while making practical recommendations and addressing any limitations in the research scope or methods. Ultimately, data analysis transforms raw data into compelling narratives that offer actionable business intelligence.

Applying market research to product or service development

Market research is much more than just collecting data and uncovering insights; it’s a vital tool for driving business growth and guiding product development at every stage. Here’s how market research supports business throughout the product lifecycle:

• Concept Creation : Helps identify market needs and opportunities to inform the initial product idea.
• Building a Business Case : Provides evidence and data to justify investment in the new product.
• Product Development : Offers insights into customer preferences and feedback for refining product features.
• Market Introduction : Aids in strategizing the launch, targeting the right audience, and setting the right price.
• Lifecycle Management : Continuously gathers data on customer usage and satisfaction to enhance the product over time.

Consider a B2B SaaS company that develops project management software. By engaging in targeted market research activities like surveys and doing focus group call groups among its business clients, the company can:

• Understand Business Needs : Gain insights into the specific project management challenges and needs of different industries.
• Refine Product Features : Discover which software features are most valued by businesses, such as integration capabilities, user-friendliness, or specific tools for collaboration.
• Tailor Marketing Strategies : Identify the most effective communication channels and messaging that resonate with business clients, such as emphasizing efficiency gains or return on investment.

Market research guides businesses from the initial idea through to launch and beyond, acting as a strategic tool that ensures all actions are aligned with market demands and customer needs , ultimately aiming for successful business outcomes.

Utilizing tools for efficient market research

Using tools like Userpilot, SurveyMonkey, Google Forms, and Typeform, market researchers can reach a wide audience and get fast responses. These platforms help to design, distribute, and analyze surveys efficiently.

Userpilot stands out by allowing businesses to create targeted in-app experiences that engage users directly where they are most active—within the app itself. This direct engagement method improves the quality of the feedback collected as it relates to specific features or user experiences.

Userpilot also offers features such as demographic filtering and behavioral-based segmentation, which speeds up the process of finding and recruiting the right participants for market research.

These tools are essential for performing detailed and effective market research. They break down geographic and cultural barriers, offer access to diverse user groups, and enable businesses to conduct deep, actionable analyses across different market segments.

Translating research findings into business growth

Market research does more than just gather and analyze data; it aims to transform these insights into tangible business improvements. This process is crucial in guiding product development and helping increase a company’s market share by informing targeted strategies. For instance, a B2B SaaS company could use market research to:

• Tailor marketing strategies specifically for key user personas.
• Identify the most valued features for your users.
• Develop pricing strategies that appeal to companies of different sizes.
• Gain insight into the specific needs and expectations of their customers.

By implementing effective market research techniques, companies can customize their products or services to better serve their target audience’s needs, fundamental for stimulating company growth . Conducting personalized market research adds value, while collaborating with specialized firms may yield additional profound insights.

Market research is not just about collecting data; it’s about deeply understanding your customers, spotting opportunities, and making informed decisions that drive your business forward. It provides essential insights into the market and business environment, influencing how potential clients perceive your company.

By conducting competitor analysis and market research, organizations can:

• Connect with their target audience.
• Understand their competitive position.
• Plan strategically for future initiatives.
• Gain insights into customer perceptions of their brand, uncovering new perspectives or opportunities for improvement.

Since competitors also use market research to their advantage, engaging in these analytical processes is crucial for a comprehensive marketing strategy, aimed at business growth.

Start your own market research and journey today to pave the way to success.

Frequently asked questions

What is market research and why is it important.

Understanding their target market through collected information and insights, businesses can make informed decisions, diminish risks, and enhance marketing strategies with the aid of market research. This ensures that choices are based on reliable data, which is crucial for business success.

What is the difference between primary and secondary research?

To summarize, primary research entails the gathering of original data directly from the source, whereas secondary research utilizes previously compiled data sources to add perspective and reinforce conclusions derived from primary research.

How does market research guide product development?

By offering critical data on consumer habits and preferences, market research steers the enhancement of product features, thereby influencing decisions across all stages of a product’s life cycle and aiding in the evolution of product development.

What tools can be used for efficient market research?

Platforms such as Userpilot, SurveyMonkey, Google Forms, and Typeform can be leveraged alongside technologies that are driven by data to simplify the process of crafting, disseminating, and examining online surveys which play a crucial role in conducting market research effectively.

How can market research translate into business growth?

By informing product development, marketing strategies, and identifying opportunities for growth through enlightened decision-making, market research results can propel business expansion.

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What is Marketing Research? Examples and Best Practices

Module 6: Marketing Information and Research

The marketing research process, learning objectives.

• Identify the steps of conducting a marketing research project

A Standard Approach to Research Inquiries

Marketing research is a useful and necessary tool for helping marketers and an organization’s executive leadership make wise decisions. Carrying out marketing research can involve highly specialized skills that go deeper than the information outlined in this module. However, it is important for any marketer to be familiar with the basic procedures and techniques of marketing research.

It is very likely that at some point a marketing professional will need to supervise an internal marketing research activity or to work with an outside marketing research firm to conduct a research project. Managers who understand the research function can do a better job of framing the problem and critically appraising the proposals made by research specialists. They are also in a better position to evaluate their findings and recommendations.

Periodically marketers themselves need to find solutions to marketing problems without the assistance of marketing research specialists inside or outside the company. If you are familiar with the basic procedures of marketing research, you can supervise and even conduct a reasonably satisfactory search for the information needed.

Step 1: Identify the Problem

The first step for any marketing research activity is to clearly identify and define the problem you are trying to solve. You start by stating the marketing or business problem you need to address and for which you need additional information to figure out a solution. Next, articulate the objectives for the research: What do you want to understand by the time the research project is completed? What specific information, guidance, or recommendations need to come out of the research in order to make it a worthwhile investment of the organization’s time and money?

It’s important to share the problem definition and research objectives with other team members to get their input and further refine your understanding of the problem and what is needed to solve it. At times, the problem you really need to solve is not the same problem that appears on the surface. Collaborating with other stakeholders helps refine your understanding of the problem, focus your thinking, and prioritize what you hope to learn from the research. Prioritizing your objectives is particularly helpful if you don’t have the time or resources to investigate everything you want.

To flesh out your understanding of the problem, it’s useful to begin brainstorming actual research questions you want to explore. What are the questions you need to answer in order to get to the research outcomes? What is the missing information that marketing research will help you find? The goal at this stage is to generate a set of preliminary, big-picture questions that will frame your research inquiry. You will revisit these research questions later in the process, but when you’re getting started, this exercise helps clarify the scope of the project, whom you need to talk to, what information may already be available, and where to look for the information you don’t yet have.

Applied Example: Marketing Research for Bookends

To illustrate the marketing research process, let’s return to Uncle Dan and his ailing bookstore, Bookends. You need a lot of information if you’re going to help Dan turn things around, so marketing research is a good idea. You begin by identifying the problem and then work to set down your research objectives and initial research questions:

Step 2: Develop a Research Plan

Once you have a problem definition, research objectives, and a preliminary set of research questions, the next step is to develop a research plan. Essential to this plan is identifying precisely what information you need to answer your questions and achieve your objectives. Do you need to understand customer opinions about something? Are you looking for a clearer picture of customer needs and related behaviors? Do you need sales, spending, or revenue data? Do you need information about competitors’ products, or insight about what will make prospective customers notice you? When do need the information, and what’s the time frame for getting it? What budget and resources are available?

Once you have clarified what kind of information you need and the timing and budget for your project, you can develop the research design. This details how you plan to collect and analyze the information you’re after. Some types of information are readily available through  secondary research and secondary data sources. Secondary research analyzes information that has already been collected for another purpose by a third party, such as a government agency, an industry association, or another company. Other types of information need to from talking directly to customers about your research questions. This is known as primary research , which collects primary data captured expressly for your research inquiry.   Marketing research projects may include secondary research, primary research, or both.

Depending on your objectives and budget, sometimes a small-scale project will be enough to get the insight and direction you need. At other times, in order to reach the level of certainty or detail required, you may need larger-scale research involving participation from hundreds or even thousands of individual consumers. The research plan lays out the information your project will capture—both primary and secondary data—and describes what you will do with it to get the answers you need. (Note: You’ll learn more about data collection methods and when to use them later in this module.)

Your data collection plan goes hand in hand with your analysis plan. Different types of analysis yield different types of results. The analysis plan should match the type of data you are collecting, as well as the outcomes your project is seeking and the resources at your disposal. Simpler research designs tend to require simpler analysis techniques. More complex research designs can yield powerful results, such as understanding causality and trade-offs in customer perceptions. However, these more sophisticated designs can require more time and money to execute effectively, both in terms of data collection and analytical expertise.

The research plan also specifies who will conduct the research activities, including data collection, analysis, interpretation, and reporting on results. At times a singlehanded marketing manager or research specialist runs the entire research project. At other times, a company may contract with a marketing research analyst or consulting firm to conduct the research. In this situation, the marketing manager provides supervisory oversight to ensure the research delivers on expectations.

Finally, the research plan indicates who will interpret the research findings and how the findings will be reported. This part of the research plan should consider the internal audience(s) for the research and what reporting format will be most helpful. Often, senior executives are primary stakeholders, and they’re anxious for marketing research to inform and validate their choices. When this is the case, getting their buy-in on the research plan is recommended to make sure that they are comfortable with the approach and receptive to the potential findings.

Applied Example: A Bookends Research Plan

You talk over the results of your problem identification work with Dan. He thinks you’re on the right track and wants to know what’s next. You explain that the next step is to put together a detailed plan for getting answers to the research questions.

Dan is enthusiastic, but he’s also short on money. You realize that such a financial constraint will limit what’s possible, but with Dan’s help you can do something worthwhile. Below is the research plan you sketch out:

Step 3: Conduct the Research

Conducting research can be a fun and exciting part of the marketing research process. After struggling with the gaps in your knowledge of market dynamics—which led you to embark on a marketing research project in the first place—now things are about to change. Conducting research begins to generate information that helps answer your urgent marketing questions.

Typically data collection begins by reviewing any existing research and data that provide some information or insight about the problem. As a rule, this is secondary research. Prior research projects, internal data analyses, industry reports, customer-satisfaction survey results, and other information sources may be worthwhile to review. Even though these resources may not answer your research questions fully, they may further illuminate the problem you are trying to solve. Secondary research and data sources are nearly always cheaper than capturing new information on your own. Your marketing research project should benefit from prior work wherever possible.

After getting everything you can from secondary research, it’s time to shift attention to primary research, if this is part of your research plan. Primary research involves asking questions and then listening to and/or observing the behavior of the target audience you are studying. In order to generate reliable, accurate results, it is important to use proper scientific methods for primary research data collection and analysis. This includes identifying the right individuals and number of people to talk to, using carefully worded surveys or interview scripts, and capturing data accurately.

Without proper techniques, you may inadvertently get bad data or discover bias in the responses that distorts the results and points you in the wrong direction. The module on Marketing Research Techniques discusses these issues in further detail, since the procedures for getting reliable data vary by research method.

Applied Example: Getting the Data on Bookends

Dan is on board with the research plan, and he’s excited to dig into the project. You start with secondary data, getting a dump of Dan’s sales data from the past two years, along with related information: customer name, zip code, frequency of purchase, gender, date of purchase, and discounts/promotions (if any).

You visit the U.S. Census Bureau Web site to download demographic data about your metro area. The data show all zip codes in the area, along with population size, gender breakdown, age ranges, income, and education levels.

The next part of the project is customer-survey data. You work with Dan to put together a short survey about customer attitudes toward Bookends, how often and why they come, where else they spend money on books and entertainment, and why they go other places besides Bookends. Dan comes up with the great idea of offering a 5 percent discount coupon to anyone who completes the survey. Although it eats into his profits, this scheme gets more people to complete the survey and buy books, so it’s worth it.

For a couple of days, you and Dan take turns doing “man on the street” interviews (you interview the guy in the red hat, for instance). You find people who say they’ve never been to Bookends and ask them a few questions about why they haven’t visited the store, where else they buy books and other entertainment, and what might get them interested in visiting Bookends sometime. This is all a lot of work, but for a zero-budget project, it’s coming together pretty well.

Step 4: Analyze and Report Findings

Analyzing the data obtained in a market survey involves transforming the primary and/or secondary data into useful information and insights that answer the research questions. This information is condensed into a format to be used by managers—usually a presentation or detailed report.

Analysis starts with formatting, cleaning, and editing the data to make sure that it’s suitable for whatever analytical techniques are being used. Next, data are tabulated to show what’s happening: What do customers actually think? What’s happening with purchasing or other behaviors? How do revenue figures actually add up? Whatever the research questions, the analysis takes source data and applies analytical techniques to provide a clearer picture of what’s going on. This process may involve simple or sophisticated techniques, depending on the research outcomes required. Common analytical techniques include regression analysis to determine correlations between factors; conjoint analysis to determine trade-offs and priorities; predictive modeling to anticipate patterns and causality; and analysis of unstructured data such as Internet search terms or social media posts to provide context and meaning around what people say and do.

Good analysis is important because the interpretation of research data—the “so what?” factor—depends on it. The analysis combs through data to paint a picture of what’s going on. The interpretation goes further to explain what the research data mean and make recommendations about what managers need to know and do based on the research results. For example, what is the short list of key findings and takeaways that managers should remember from the research? What are the market segments you’ve identified, and which ones should you target?  What are the primary reasons your customers choose your competitor’s product over yours, and what does this mean for future improvements to your product?

Individuals with a good working knowledge of the business should be involved in interpreting the data because they are in the best position to identify significant insights and make recommendations from the research findings. Marketing research reports incorporate both analysis and interpretation of data to address the project objectives.

The final report for a marketing research project may be in written form or slide-presentation format, depending on organizational culture and management preferences. Often a slide presentation is the preferred format for initially sharing research results with internal stakeholders. Particularly for large, complex projects, a written report may be a better format for discussing detailed findings and nuances in the data, which managers can study and reference in the future.

Applied Example: Analysis and Insights for Bookends

Getting the data was a bit of a hassle, but now you’ve got it, and you’re excited to see what it reveals. Your statistician cousin, Marina, turns out to be a whiz with both the sales data and the census data. She identified several demographic profiles in the metro area that looked a lot like lifestyle segments. Then she mapped Bookends’ sales data into those segments to show who is and isn’t visiting Bookends. After matching customer-survey data to the sales data, she broke down the segments further based on their spending levels and reasons they visit Bookends.

Gradually a clearer picture of Bookends’ customers is beginning to emerge: who they are, why they come, why they don’t come, and what role Bookends plays in their lives. Right away, a couple of higher-priority segments—based on their spending levels, proximity, and loyalty to Bookends—stand out. You and your uncle are definitely seeing some possibilities for making the bookstore a more prominent part of their lives. You capture these insights as “recommendations to be considered” while you evaluate the right marketing mix for each of the new segments you’d like to focus on.

Step 5: Take Action

Once the report is complete, the presentation is delivered, and the recommendations are made, the marketing research project is over, right? Wrong.

What comes next is arguably the most important step of all: taking action based on your research results.

If your project has done a good job interpreting the findings and translating them into recommendations for the marketing team and other areas of the business, this step may seem relatively straightforward. When the research results validate a path the organization is already on, the “take action” step can galvanize the team to move further and faster in that same direction.

Things are not so simple when the research results indicate a new direction or a significant shift is advisable. In these cases, it’s worthwhile to spend time helping managers understand the research, explain why it is wise to shift course, and explain how the business will benefit from the new path. As with any important business decision, managers must think deeply about the new approach and carefully map strategies, tactics, and available resources to plan effectively. By making the results available and accessible to managers and their execution teams, the marketing research project can serve as an ongoing guide and touchstone to help the organization plan, execute, and adjust course as it works toward desired goals and outcomes.

It is worth mentioning that many marketing research projects are never translated into management action. Sometimes this is because the report is too technical and difficult to understand. In other cases, the research conclusions fail to provide useful insights or solutions to the problem, or the report writer fails to offer specific suggestions for translating the research findings into management strategy. These pitfalls can be avoided by paying due attention to the research objectives throughout the project and allocating sufficient time and resources to do a good job interpreting research results for those who will need to act on them.

Applied Example: Bookends’ New Customer Campaign

Your research findings and recommendations identified three segments for Bookends to focus on. Based on the demographics, lifestyle, and spending patterns found during your marketing research, you’re able to name them: 1) Bored Empty-Nesters, 2) Busy Families, and 3) Hipster Wannabes. Dan has a decent-sized clientele across all three groups, and they are pretty good spenders when they come in. But until now he hasn’t done much to purposely attract any of them.

With newly identified segments in focus, you and Dan begin brainstorming about a marketing mix to target each group. What types of books and other products would appeal to each one? What activities or events would bring them into the store? Are there promotions or particular messages that would induce them to buy at Bookends instead of Amazon or another bookseller? How will Dan reach and communicate with each group? And what can you do to bring more new customers into the store within these target groups?

Even though Bookends is a real-life project with serious consequences for your uncle Dan, it’s also a fun laboratory where you can test out some of the principles you’re learning in your marketing class. You’re figuring out quickly what it’s like to be a marketer.

Well done, rookie!

Check Your Understanding

Answer the question(s) below to see how well you understand the topics covered in this outcome. This short quiz does  not  count toward your grade in the class, and you can retake it an unlimited number of times.

Use this quiz to check your understanding and decide whether to (1) study the previous section further or (2) move on to the next section.

• Revision and Adaptation. Authored by : Lumen Learning. License : CC BY: Attribution
• Chapter 3: Marketing Research: An Aid to Decision Making, from Introducing Marketing. Authored by : John Burnett. Provided by : Global Text. Located at : http://solr.bccampus.ca:8001/bcc/file/ddbe3343-9796-4801-a0cb-7af7b02e3191/1/Core%20Concepts%20of%20Marketing.pdf . License : CC BY: Attribution
• Urban life (Version 2.0). Authored by : Ian D. Keating. Located at : https://www.flickr.com/photos/ian-arlett/19313315520/ . License : CC BY: Attribution

What is a Marketing Research Report and How to Write It

In essence, a market research report is a document that reveals the characteristics of your ideal customers, their buying habits, the value your product or service can bring to them, and the list of your top competitors.

The marketing research report paints a picture of what kinds of new products or services may be the most profitable in today’s highly competitive landscape. For products or services already available, a marketing research report can provide detailed insights as to whether they are meeting their consumers’ needs and expectations. It helps understand the reasons why consumers buy a particular product by studying consumer behavior, including how economic, cultural, societal, and personal factors influence that behavior.

Furthermore, the purpose of writing a marketing research report is to make calculated decisions about business ideas – whether they’re worth pursuing or not. This requires one primary skill which is observing the pattern which is hidden in the User Generated Content (UGC) written in different tones and perspectives on the social web.

Simply put, writing a market research report is a vital part of planning business activities and serves as a neat way to assimilate all the information about your target market and prospective customers.

Now, there are two key varieties of marketing research report formats – primary and secondary.

Primary vs. Secondary Market Research

Let’s take a look at the main recipes of how to make a market research report in detail:

Primary Research

This method of marketing research involves gathering firsthand information about your market and prospective clients. You study your customers directly by conducting:

• Interviews (either by telephone or face-to-face)
• Surveys and polls (online or by email)
• Questionnaires (online or by email)
• Focus groups discussions with a sample of potential customers and getting their direct feedback

Some crucial questions that you need to ask your prospective customers in your primary research are:

• What are the factors that motivate you to purchase this product or service?
• What do you like or dislike about this type of product or service already available on the market?
• Are there any areas you’d like to suggest for improvement?
• What according to you is the appropriate price for this product or service?

Primary research also involves analyzing competitors’ strategies, so you can find gaps and weaknesses that you can turn into your strengths.

Secondary Research

The second method of writing a marketing research report is all about analyzing the data that has already been published and using the available information on the web. That is, secondary research is done from reliable reports and statistics found on the websites of other organizations or authority blogs in your industry.

Sources can be:

• Public: This includes all the free sources like social media and forums, Google Trends, YouGov, and government sources such as the United States Census Bureau.
• Commercial: This includes industry insights compiled by research agencies like Pew, Gartner, Forrester, and so on. Typically, these are paid.
• Internal: This is the historical market data your organization already has in-house, such as the Net Promoter Score, customer churn rate, and so on.

Secondary data can help you identify competitors, establish benchmarks, and determine target customer segments or demographics – people who live a certain lifestyle, their income and buying patterns, age group, location, etc.

Market Research Reports Advantages and Disadvantages

Before we discuss how to write a marketing research report, let’s quickly take a look at market research report benefits and also some of the limitations in marketing research reports.

Advantages of Market Research Report

Here are the top reasons why you should invest in creating a market research report.

1. Gives a Better Understanding of Your Customers

The answers to questions like who will buy your product, what are the customers’ pain points, what motivates their buying behavior, and so on will be effectively answered with a market research report. Essentially, it will help you map out the full profile of your ideal customer and consequently, allow you to create tailored products and marketing campaigns.

2. Helps Spot Business Opportunities

As already mentioned, market research will give you insights about your competitors’ strategies, so you can find gaps in their offerings that you can turn into your product’s strengths. You may also find other business opportunities such as potential partnerships with brands that sell complementary products, or an opportunity to better upsell or cross-sell your products. For example, a keyword research report from a SaaS SEO agency provides an opportunity to acquire organic search ranking by creating in-depth, high-converting, and funnel-oriented content.

3. Minimizes Risks

Starting or running a business is synonymous with risk. In fact, nearly half of all small businesses with employees don’t survive for more than five years. Conducting proper market research frequently will allow you to stay on top of trends, and not waste your efforts and resources in things that would likely be fruitless.

For instance, before you launch a new product, conducting market research gives you a much better idea of the demand for your product. Or if an existing product is seeing a big drop in sales, market research helps you determine the root cause of the issue.

4. Facilitates Data-Driven Decision Making

When it comes to business decisions – data over guesswork, always. So, based on your market research results, you can make more informed decisions regarding the pricing, distribution channels, and marketing budget of your products.

Disadvantages of Market Research Report

As with anything, there are a couple of downsides to conducting marketing research as well.

1. Could Be an Expensive Activity

Conducting a comprehensive, in-depth research is usually a costly activity in terms of both time and money. To research the right audience with the right questions requires you to invest a lot of time. If you wish to use data by commercial market research agencies or get help from one such agency in conducting primary research, be prepared to spend a substantial amount.

2. Insights Gathered Could Be Inadequate or Even Inaccurate

Another problem often faced in marketing research is a lack of respondents. While you can figure out who is your target audience, getting them to fill out surveys and questionnaires can indeed be challenging. Plus, you’re using data you collected for drawing conclusions, which may be unreliable.

For example, by the time you act on the data you collected, it may have become outdated. This translates into poor decision making and the whole process may become counterproductive.

How to Prepare Market Research Report

Now, here are some concrete steps and guidelines for writing a marketing research report.

Step 1: Cluster the Data

First off, compile all the relevant data you’ve accumulated from your primary and/or secondary research efforts. Survey results, interview answers, statistics from third-party sources – bring it all together and then analyze the information to sketch out the profile of your target market.

Step 2: Prepare an Outline

Next, create a skeleton of the report so that you understand what information will go where. An outline with sections and subsections will help you structure your marketing research report properly. A typical report includes an introduction, background and methodology, executive summary, results, and a conclusion with links to all references.

With an outline in front of you, start by writing the front matter of your report – an introduction that provides a brief overview of your business and the reason you conducted the market research. Include a summary of the market research process and the results you have analyzed. For instance, you might have been gauging the feasibility of a new product, so summarize that your market research report is for a new product launch.

Step 3: Mention the Research Methods

An important next step is to clearly mention the methods used to conduct the research. That is, if you conducted polls, specify the number of polls, the percentage of responses, the types of people or businesses targeted, and the questions included in the poll. Tag all the resources for demographic information, such as census data.

Step 4: Include Visuals With Narrative Explanation

Visuals such as charts and graphs are an important part of any research paper. They make sure that the findings are easy to comprehend.

So, create tables, graphs, and/or charts illustrating the results of the research. Accompany it with a narrative explanation of the visual data. Highlight the inferences you made based on this data.

Step 5: Conclude the Report With Recommendations

Finally, conclude your report with a section that lists actionable recommendations based on the research results to facilitate decision making. For example, all the numbers may point to the conclusion that your customers desire a particular feature that no other product on the market is currently offering. In this case, it is clear that it’s a good idea to invest your resources in providing that feature and gain a competitive edge.

At the very end of the report, include reference links to all the sources and an appendix for supplementary materials and further reading.

Marketing Research Report Templates

Before you go, check out some templates and samples you can use to better understand the marketing research report structure, and maybe even use them to kickstart your report instead of preparing one from scratch.

• Market Research Report for New Product Launch
• Market Research Report for Restaurant (competitor analysis)
• Social Media Market Research Report

Writing a marketing research report is a tried-and-true way to gain a solid understanding of your target audience and competitors while enabling you to make more informed decisions and minimize investment risks. Sure, it may take considerable time, effort, and even money to conduct thorough research and prepare a report, but when done well, the ROI of it all is well worth it.

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Changing the Conversation: Messages for Improving Public Understanding of Engineering (2008)

Chapter: 4 conclusions and recommendations.

Below is the uncorrected machine-read text of this chapter, intended to provide our own search engines and external engines with highly rich, chapter-representative searchable text of each book. Because it is UNCORRECTED material, please consider the following text as a useful but insufficient proxy for the authoritative book pages.

CONCLUSIONS AND 4 RECOMMENDATIONS The purpose of this project was to look beyond the engineering com- munity and to change the longstanding pattern of self-initiated, ad hoc communications. To make this goal, the committee needed both an independent analysis of the situation and the advice of experienced, creative market-research professionals. One unanticipated benefit of engaging outside professionals was that committee members were encouraged, indeed obliged, to become educated about the processes, benefits, and limitations of message development and testing. Another was that our many interactions with Bemporad Baranowski Marketing Group/Global Strategy Group led to a relationship of trust and mutual respect that facilitated our dialog about complex, sometimes difficult, issues. Market research is as much an art as a science. Although it is desir- able, and often feasible, to gather data via focus groups and surveys, gathering the right data, and doing it effectively, requires a professional approach based on judgment, experience, and common sense. Market research provided direction and a rationale for helping us allocate time, money, and human resources in developing our positioning statement and messages. 97 

98 CHANGING THE CONVERSATION Happily, our research revealed that the public does not have a negative image of engineers. In fact, the public has a much more posi- tive view of engineers than engineers seem to have of themselves. Most adults and teens in our samples respect engineers and believe that their work is both rewarding and important, although they also have a poor idea about what engineers do on a day-to-day basis. They also have a strong sense that engineering is not “for everyone,” especially not for girls. The public understanding of engineering is strongly linked to just one aspect of the discipline—the need for mathematics and science skills. Other vital aspects of engineering, such as creativity, teamwork, and communication, are largely unknown. Based on the results of our research, we can make a strong case that effective messaging will require different messages for different target audiences (see Table 3-10). For example, when branding engineers or marketing engineering to teens, we must take into account how their ideas of engineering and their interests differ from those of adults. In addition, messages for teens will have to be adapted to take into account gender, because girls and boys have different perspectives on engineer- ing and different connections to it. In the sections that follow, the committee presents conclusions and recommendations that will lead to strategic as well as tactical changes in the way the engineering community communicates with the ­public. In the first section, the committee addresses how the positioning statement, messages, and taglines should be used. The second section includes an argument for a centralized public relations “tool kit” for the engineering community. In the third section, the committee proposes an ambitious, long-term initiative—the development and implementa- tion of a large-scale communications “campaign.” Using the Positioning Statement, Messages, and Taglines We live in a society inundated with information and messages. More than 25 years ago, advertising experts Al Ries and Jack Trout lamented, “There’s a traffic jam on the turnpikes of the mind” (Ries and Trout, 1981). Since then, the situation has gotten even worse. Publishers 

Conclusions and Recommendations 99 in the United States put out hundreds of thousands of books every year, viewers can choose from hundreds of television channels, and Internet users can instantaneously search billions of web pages via a variety of search engines. To help break through the communications clutter, the committee recognized that it would be necessary to use modern mass-marketing techniques, which are commonly used in the commercial and ­political sectors but rarely used by the engineering community for public out- reach. Up to now, efforts to promote a positive image of engineering have largely been based on opinions and educated guesses about the kinds of messages that will work. Decisions have been made by leader- ship and staff of engineering organizations that rarely reflect the make- up of the target populations of these messages (i.e., young people, girls, and underrepresented minorities). Although some individuals may have training in public relations or marketing, as far as the committee could tell, few engineering organizations have relied on the services of professional creative or market-research firms. One of the most important findings of this study is the strong asso- ciation in the minds of the public between engineering and competency in mathematics and science. “Must be good at math and science” was by far the most frequently selected attribute of engineers in our online surveys, indicating that messages emphasizing ability in mathematics and science as a prerequisite to the study of engineering have been absorbed by both adults and teenagers. Our testing also showed that the least appealing of five tested messages was the one that portrayed engineers as “connecting science to the real world.” From this, we concluded that, if we continue to overly emphasize math and science in marketing or rebranding engineering, we are likely to alienate or scare off youngsters, rather than attract them to engineer- ing. We believe the same can be said about messages that focus on the practical benefits of being an engineer rather than the inspirational, optimistic aspects of engineering. Recommendation 1. To present an effective case for the importance of engineering and the value of an engineering education, the engineering community should engage in coordinated, consistent, effective com- 

100 CHANGING THE CONVERSATION munication to “reposition” engineering.  Specifically, the engineering community should adopt and actively promote the positioning state- ment (Box 4-1) in this report, which emphasizes that engineering and engineers can make a difference in the world, rather than describing engineering in terms of required skills and personal benefits.  The statement should not appear verbatim in external communications but should be used as a point of reference, or anchor, for all public outreach. Of course, mathematics and science will continue to be necessary skills for engineers. Math and science skills can last a lifetime and can also provide a springboard for careers in many fields. At this point, an analogy with the medical profession might be instructive for show- ing how a change in messaging might work. The medical profession, which depends heavily on science skills, does not market itself to young people by emphasizing that they will have to learn organic chemistry. Physicians are promoted as people who cure disease and relieve human suffering. In marketing engineering, we too ought to appeal to the hopes and dreams of prospective students and the public. This approach will not only appeal to the higher aspirations of young people, but will also place math and science skills, correctly, as one of a variety of skills and BOX 4-1 A Positioning Statement for Engineering No profession unleashes the spirit of innovation like engineering. From research to real-world applications, engineers constantly dis- cover how to improve our lives by creating bold new solutions that connect science to life in unexpected, forward-thinking ways. Few professions turn so many ideas into so many realities. Few have such a direct and positive effect on people’s everyday lives. We are counting on engineers and their imaginations to help us meet the needs of the 21st century. 

Conclusions and Recommendations 101 dispositions necessary for successful engineers, including collabora- tion, communication, and teamwork. In addition to developing a new, powerful positioning statement, we created and tested several messages. Our research does not, and should not, preclude others from pursuing additional message devel- opment, but the committee believes that the rigorous process we used to generate our messages justifies their widespread use. In February 2008, the National Academy of Engineering launched a new website, Engineer Your Life (www.­engineeryourlife.org), which aims to interest academically prepared high school girls in careers in engineering. The site used our message “Engineers make a world of difference” on its homepage and adopted other key words vetted in our research, such as creativity and problem-solving. Recommendation 2. The four messages that tested well in this p ­ roject—“Engineers make a world of difference,” “Engineers are c ­ reative problem-solvers,” “Engineers help shape the future,” and “Engineering is essential to our health, happiness, and safety”—should be adopted by the engineering community in ongoing and new public outreach initiatives. The choice of a specific message should be based on the demographics of the target audience(s) and informed by the qualitative and quantitative data collected during this project. Finally, the committee notes that, because of money and time constraints, we were not able to carry out a full creative process in the development of taglines, which would have led to many more pos- sible taglines, presentations of the taglines in context, and testing of the contextualized taglines in focus groups. Nevertheless, the positive responses via online testing to several of the taglines suggest that they may be able to be effectively used for engineering-outreach projects. The committee believes the taglines should be further tested to iden- tify and validate which ones might be appropriate for a broad-scale national campaign. Recommendation 3. More rigorous research should go forward to identify and test a small number of taglines for a nationwide engineer- 

102 CHANGING THE CONVERSATION ing-awareness campaign. The taglines should be consistent with the positioning statement and messages developed through this project and should take into account differences among target populations. In the interest of encouraging coordination among outreach activi- ties, the results of this research should be made widely available to the engineering community. Creating a Shared Public-relations Resource Engineering societies, universities, technology-based firms, federal laboratories, museums, and other organizations currently spend more than $400 million annually to promote public awareness of engineering (Davis and Gibbin, 2002). These ad hoc efforts, although praiseworthy in their intentions, have not succeeded, largely because their messages are not consistent. In addition, because of the discontinuous nature of these efforts, it has been impossible to develop effective metrics to measure their effectiveness and refine the messages accordingly. The committee concludes that, in the short term, consistent messages, even by a modest number of these organizations, could be a huge step for- ward in promoting a positive, appealing image of engineering. Recommendation 4. To facilitate deployment of effective messages, an online public relations “tool kit” should be developed for the engineer- ing community that includes information about research-based mes- sage-development initiatives and examples of how messages have and can be used effectively (e.g., in advertising, press releases, informational brochures, and materials for establishing institutional identity). The online site should also provide a forum for the sharing of information among organizations. Launching a Campaign Although making current messages more consistent is an impor- tant short-term goal, the committee concludes that a more explicit, coordinated approach is likely to yield better results in the long term. Thoughtful targeting of the messages and further refinement of the taglines for public outreach about engineering will be necessary, but 

Conclusions and Recommendations 103 not sufficient. Outreach efforts must be embedded in a larger strategic framework—a communications campaign driven by a strong brand positioning statement and involving a variety of communication m ­ ethods. A campaign must include diverse messengers and be sup- ported by dedicated resources. Finally, the campaign must include met- rics for determining the effectiveness of its components and, equally important, must be given enough time to succeed. In short, a campaign must reach multiple audiences in creative ways, using the following tools and techniques: • traditional and online advertising; • corporate partnerships/sponsorships; • pop-culture initiatives (e.g., contests, games, books, TV s ­ pecials, documentary projects); • educational initiatives (e.g., curricula); • outreach to young people, parents, educators, guidance coun- selors, and the media; and • media training for ambassadors or spokespersons. A campaign of the size and duration that will have a measurable impact on the public understanding of engineering will require sig- nificant resources. Our consultants proposed a “conservative” price tag of $12 million to $25 million per year for two or three years. This may be enough to launch a campaign, but the long-term costs could easily be higher. The recent “Got Milk?” campaign targeting teenagers cost $20 million annually (Levere, 2006), and the Centers for Disease Control and Prevention anti-obesity campaign, “Verb: It’s What You Do,” targeting young people ages 9 to 13, had a budget of $59 million in 2005 (Beirne, 2006). Resources of this magnitude are not likely to be forthcoming from government or foundations. Thus the question arises as to whether the engineering community, particularly large and influential technology- focused corporations, will be willing to support such an initiative. A second concern is how the campaign would be organized and carried out. Some degree of centralized planning will be necessary to ensure coordination and communication, which will require agree- 

104 CHANGING THE CONVERSATION ment by the major participants. There is already one cooperative out- reach venture in engineering, National Engineers Week, which might be leveraged for this purpose. We might, however, need a new structure to coordinate a campaign. A final concern relates to the need for metrics to determine the effectiveness of messages and projects. Although measuring the out- comes of public outreach efforts is notoriously difficult, a campaign of this scope must include a substantial evaluation component to ensure that we can determine what works and improve upon elements that are not as effective as anticipated. Recommendation 5. A representative cross section of the engineering community should convene to consider funding, logistics, and other aspects of a coordinated, multiyear communications campaign to improve the public understanding of engineering. A Final Word The project described in this report was conducted according to a carefully designed process for developing messages to improve the pub- lic understanding of engineering. The approach included the services of professionals in the fields of communications and market research and required both quantitative and qualitative research methods. To ensure balance and accuracy, the report and the findings and recom- mendations were carefully vetted by outside experts, whose comments and suggestions led to improvements in the final document. The rigor of the study process should reassure the engineering community—and others interested in this important topic—that a tested set of tools is now available to promote a more positive image of engineering and engineers. As suggested in Recommendation 4, we know that more work will be necessary to enrich, expand, and disseminate messaging resources, and, as noted in Recommendation 3, more research on taglines will be necessary. Neither of these requirements, however, should delay or discourage action by the engineering community. Even if the national campaign described in Recommendation 5 is not immediately forth- 

Conclusions and Recommendations 105 coming, creative implementation of messages and taglines can have an immediate impact. Combined efforts by multiple organizations following the same “playbook” can create positive momentum toward increasing the appeal of engineering to students, educators, parents, policy makers, and society at large. The most significant outcome of this project is the recasting of engineering as articulated in the positioning statement. If this state- ment were adopted by the engineering community, as urged in Recom- mendation 1, we can not only reshape the self-images of engineers, but also empower engineers to communicate more confidently with the public. In this way, we may truly change the conversation. REFERENCES Beirne, M. 2005. CDC tries to take a bite out of childhood obesity. Ad Week. October 24, 2005. Davis, L., and R. Gibbin. 2002. Raising Public Awareness of Engineering. Washington, D.C.: The National Academies Press. Levere, J.L. 2006. Body by milk: More than just a white mustache. New York Times, Section C, p. 3, August 30, 2006. Ries, A., and J. Trout. 1981. Positioning: The Battle for Your Mind. New York: Warner Books. 

Can the United States continue to lead the world in innovation? The answer may hinge in part on how well the public understands engineering, a key component of the 'innovation engine'. A related concern is how to encourage young people—particularly girls and under-represented minorities—to consider engineering as a career option.

Changing the Conversation provides actionable strategies and market-tested messages for presenting a richer, more positive image of engineering. This book presents and discusses in detail market research about what the public finds most appealing about engineering—as well as what turns the public off.

Changing the Conversation is a vital tool for improving the public image of engineering and outreach efforts related to engineering. It will be used by engineers in professional and academic settings including informal learning environments (such as museums and science centers), engineering schools, national engineering societies, technology-based corporations that support education and other outreach to schools and communities, and federal and state agencies and labs that do or promote engineering, technology, and science.

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Exploring the Intersection of AI and Qualitative Research: A Comprehensive Overview

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The integration of Artificial Intelligence (AI) into the domain of qualitative research has opened up new areas of exploration, efficiency, and innovation. This blog post dives into recent academic research that sheds light on how AI, especially generative AI models like ChatGPT, are impacting qualitative research methodologies, offering insights into their capabilities, applications, and the challenges they pose.

Market Research With Generative AI

A study co-authored by scholars from Harvard Business School and Microsoft explores the potential of generative AI as a substitute for human participants in marketing studies. The paper underscores how generative AI can simplify the current market research process. The researchers conducted hundreds of survey simulations with Large Language Models (LLMs) to analyze consumer preferences .

The study showcases two significant findings: firstly, OpenAI GPT-3.5's responses align with economic theories and well-known consumer behaviors, such as displaying downward-sloping demand curves and state dependence. Secondly, the model's generated estimates for willingness-to-pay for products and attributes closely match those derived from human consumer surveys. This suggests that LLMs could serve as efficient, cost-effective alternatives to traditional market research methods, significantly reducing the time and financial resources required.

AI is Transforming Qualitative Research Coding

The research highlights LLMs’ adeptness at replicating nuanced human behavior patterns in market settings, showcasing their potential as a valuable tool for marketers. Despite the need for further exploration to refine these methodologies, this study opens the door to leveraging AI to gain insights into consumer behavior and preferences.

It suggests a future where generative AI not only augments but potentially reinvents the field of market research. However, the authors caution that while LLMs like GPT-3.5 show great promise, their capabilities and limitations need careful consideration to ensure their outputs are reliable and applicable in real-world scenarios.

Enhancing Qualitative Coding

QualiGPT is a tool designed to tackle the challenges posed by ChatGPT in qualitative analysis. QualiGPT emerges as a possible solution that streamlines the coding process in qualitative research. By facilitating a more efficient analysis process, QualiGPT could be a potential improvement in making qualitative research more accessible and manageable. Developed by researchers from Penn State University, it’s a specialized toolkit to navigate the intricacies of qualitative data analysis through the application of LLMs.

Qualitative research often finds itself slowed down during the critical coding phase, necessitating a significant amount of time and meticulous effort. Traditional software platforms designed for qualitative evaluation have struggled to meet the demands for automatic coding, intuitive usability, and cost-effectiveness.

However, the emergence of Large Language Models such as GPT3 and its successors might create new opportunities for increased efficiencies in qualitative analysis. By employing a comparative approach that juxtaposes traditional manual coding with QualiGPT’s analysis on both simulated and real datasets, the study is able to validate the hypothesis that the application makes qualitative analysis more efficient. QualiGPT might already be a valuable tool for researchers today, offering a glimpse into a future where the integration of AI in qualitative research enables new ways of understanding, interpreting, and processing qualitative data.

Automating Research with AI Agents

Through a comprehensive set of tasks, this Stanford study assesses AI research agents on their ability to execute actions like outcome analysis, thereby simulating a real-world research environment.

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Nonetheless, the success rates exhibit significant variability, ranging from nearly 90% in well-established datasets to as low as 0% in newer research challenges. The paper outlines several challenges faced by LLM-based research agents, such as long-term planning and the tendency to generate hallucinated data or conclusions (referred to as "hallucination" in AI parlance). Despite these hurdles, the research introduces a structured path toward enhancing the capabilities of AI agents in automating research, opening up avenues for further advancements in this domain.

AI-Enabled User Persona Development

A study by Stefano De Paoli from Abertay University dives into the use of GPT3.5 for conducting Thematic Analysis (TA) of semi-structured interviews to develop user personas. This research presents a novel approach to qualitative data analysis, extending beyond conventional coding and theme generation to the synthesis of complex user personas. De Paoli's work illustrates the LLMs’ capabilities to engage in the final phase of TA (writing up the results). 

The study successfully demonstrates that LLMs can generate user personas that are both coherent and relevant, based on themes derived from interview data, thereby offering a methodological innovation in the creation of user personas for User-Centered Design processes. This could be a substantial leap forward in the application of AI for qualitative research, showcasing the potential for AI to not just complement but also participate in the more creative aspects of qualitative analysis.

The intersection of AI and qualitative research is witnessing an exciting phase of innovation and exploration. As highlighted through recent academic studies, AI (especially generative models like GPT4) is proving to be a valuable asset in enhancing the efficiency, depth, and scope of qualitative methodologies. From automating market research and coding processes to generating user personas and facilitating autonomous research tasks, LLMs are expanding the horizons of what's possible in qualitative research.

However, these advancements come with their own set of challenges, including issues related to bias , reliability, and trust. Despite these hurdles, the integration of AI into market research is heading towards a future where the synergy between human ingenuity and AI efficiency can lead to richer, more nuanced understandings of complex (user) behaviors and patterns. The journey ahead involves navigating these challenges with ethical responsibility and a commitment to methodological rigor, ensuring that AI serves as a complement to rather than a replacement for the value of human analysis in qualitative research.

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• Published: 21 November 2023

Connecting with fans in the digital age: an exploratory and comparative analysis of social media management in top football clubs

• Edgar Romero-Jara 1 ,
• Francesc Solanellas 2 ,
• Joshua Muñoz   ORCID: orcid.org/0000-0001-6220-6328 2 &
• Samuel López-Carril   ORCID: orcid.org/0000-0001-5278-057X 3  

Humanities and Social Sciences Communications volume  10 , Article number:  858 ( 2023 ) Cite this article

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• Business and management
• Cultural and media studies

In a globalised society, characterised by increasingly demanding markets and the accelerated growth of the digital approach, sports organisations face the challenge of connecting with fans, generating and maintaining audiences and communicating with stakeholders creatively and efficiently. Social media has become a fundamental tool, with engagement as a critical measurement element. However, despite its popularity and use, many questions about its application, measurement and real potential in the sports sector still need to be answered. Therefore, the main objective of this study is to carry out a descriptive and comparative analysis of the engagement generated through social media posts by elite football clubs in Europe, South America and North America. To this purpose, 19,745 Facebook, Twitter and Instagram posts were analysed, through the design, validation and application of an observation instrument, using content analysis techniques. The findings show evidence of a priority focus on “Marketing” and “Sports” type messages in terms of frequency, with high engagement rates. They were also showing a growing stream of “ESG” type messages, with a low posting frequency but engagement rates similar to “Marketing” and “Sport”. “Institutional” messages remain constant in all football clubs. “Commercial” messages still have growth potential in both regards, frequency and engaging fans, representing an opportunity for digital assets. Also, specific format combinations that generate greater engagement were identified: “text/image” and “text/videos” are the format combinations more used by football clubs on Facebook, Twitter and Instagram; however, resulting in different engagement rates. This study showed evidence of different social media management strategies adopted according to region, obtaining similar engagement rates. This research concludes with theoretical and practical applications that will be of interest to both academics and practitioners to maximise the potential of social media for fan engagement, social initiatives and as a marketing tool.

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Introduction.

In a context of booming technology and high organisational competitiveness (Ratten, 2020 ), digital tools have evolved from an essential add-on to crucial strategic and operational elements in sports organisations (Stegmann et al., 2021 ). Fans increasingly demand a connection with their favourite athletes and teams (Su et al., 2020 ) through digital channels such as social media, podcasts (Rohden et al., 2023 ), Esports (Cuesta-Valiño et al., 2022 ), among others. Today’s digitised world presents therefore, an opportunity for brands, sponsors, sports properties, and other stakeholders to interact in a complex and emotionally charged sector (Su et al., 2022 ) for fans from different age generations (Sheldon et al., 2021 ). Understanding and getting to know fans are at the forefront of every sports organisation’s objective.

Social media plays a fundamental role due to their ability to reach multiple audiences faster and generate a sense of connection with fans through a key measurement element: engagement (Doyle et al., 2022 ). Sports organisations, specifically football clubs, invest time, people and resources in managing social media to achieve their brand positioning and commercial and communication objectives (Anagnostopoulos et al., 2018 ; Maderer et al., 2018 ), with Facebook, Twitter and more recently, Instagram, being the most widely used (Abeza et al., 2019 ; Machado et al., 2020 ). However, the real potential of social media and its optimal use still poses many questions to be answered.

Although there are previous studies that have explored some aspects of social media in a sports context (e.g., Anagnostopoulos et al., 2018 ; Mastromartino and Naraine, 2022 ; Su et al., 2020 ), the potential impact and efficiency of content posted by football clubs on their social media channels remains unclear. For example, several studies point to various factors that contribute to fan engagement on social media depending on elements such as the type of content, the format used (e.g. photo, text or a combination of both) or the social media platform (see Einsle et al., 2023 ; Maderer et al., 2018 ; Su et al., 2020 ). This gap in the literature prompts a call to action from across the domains of sports marketing and sports management. Identifying the elements generated by football clubs on their official social media profiles can help them improve their marketing strategies and better support their fans. Based on this need and opportunity for management improvement, this study addresses the following research question:

RQ . What are the main characteristics of Facebook, Twitter, and Instagram posts from elite football clubs to understand the content type, format and social media platform that generate the highest engagement among social media consumers?

Grounded on the theoretical framework of relationship marketing, the main objective of this study is to carry out a descriptive and comparative analysis of the engagement generated through social media posts on Facebook, Twitter and Instagram by elite football clubs in Europe, South America and North America, using a categorisation approach developed from an existing model in the literature (see Solanellas et al., 2022 ), as well as the identification of key elements of high-impact social media posts. For this purpose, a new instrument was designed, validated and applied to analyse the use of social media as a marketing tool in sports management. By conducting this exploration, this paper contributes to the literature on sports marketing by identifying which social media and which types of content provoke the most interaction among fans. As a result, football team managers can gain a better understanding of how to target and personalise potential commercial and branding actions, thereby reinforcing the loyalty and commitment of fans to football clubs, and opening or consolidating new lines of action aligned with the strategic objectives of sport entities. Furthermore, the findings and conclusions presented in this study can assist sports managers in the decision-making process, as well as in planning, organising, directing, and effectively controlling social media platforms, thus enhancing engagement with fans in a digital environment.

The article is structured as follows. Firstly, the literature review presents the main theoretical and conceptual elements, focusing on social media and their relationship with marketing theory in sports and football. Secondly, the methodological aspects guiding the study’s process are detailed, including sample, instrument, research procedure, and data analysis. Thirdly, the study’s main results are presented. Fourth, the discussion section critically examines the findings in the context of existing literature, offering practical and theoretical implications for both academics and practitioners. Finally, the study concludes with the main conclusions and limitations.

Literature review

Social media and sports, a combination of great potential.

Social media is a collective term for media tools, platforms, and applications allowing consumers to connect, communicate, and collaborate (Williams and Chinn, 2010 ). They encourage interaction between users and the organisation and provide information from customers and the organisation faster than through conventional media (Kümpel et al., 2015 ; Shilbury et al., 2014 ). Furthermore, social media is considered a mass phenomenon due to its ability to transmit information in an agile and interactive way (Vivar, 2009 ), as well as a unique form of communication that transcends geographical and social boundaries through the instantaneous communication of information (Filo et al., 2015 ). Social Media is used in different sectors for marketing activities (Chen, 2023 ), brand equity and loyalty (Malarvizhi et al., 2022 ) to understand consumer´s behaviour, brand positioning, business revenue opportunities and social communication (Ramos et al., 2019 ). However, although the first studies about this phenomenon have been explored in the sports industry field, there is still a need for more evidence about its real potential, essential elements, and efficiency measurement in the sector.

Due to the high graphic, interactive and visual content of social media, their use in the sports industry, a sector of strong emotional influence, has become more relevant and pervasive in the last decade (Hull and Abeza, 2021 ), where the interest of the viewer has become crucial and increasingly demanding (Nisar et al. 2018 ). The differences that make the sports industry unique and particular are, among others: immediate results and changes (Davis and Hilbert, 2013 ) in addition to the fact that every decision is “in the spotlight” of the public (alluding to the complexity of fans, athletes, coaches, media and other stakeholders). Thus, athletes, teams and sports organisations have been using social media as part of their public relations and communication efforts (Filo et al., 2015 ; Pegoraro, 2010 ; Yan et al., 2019 ) to engage with their partners and fans (Zakerian et al., 2022 ), promoting interactions and increasing engagement with the sport product, as well as with the team in general (Abeza et al., 2019 ; Parganas and Anagnostopoulos, 2015 ).

The linking of social media within the integrated marketing communication process has changed communication strategies and consumer outreach, where marketing managers must include these tools when developing and executing their customer-focused promotional strategies (Lee and Kahle, 2016 ; Rehman et al., 2022 ). On the other hand, social media, directly and indirectly, impacts revenue generation and favours negotiation with sponsors due to their notoriety, visibility, and reach (Mastromartino and Naraine, 2022 ; Parganas and Anagnostopoulos, 2015 ). They are therefore considered a key tool for building and enhancing a brand’s reputation (Maderer et al., 2018 ) and an ideal platform to advertise and increase the visibility of a brand or company, as well as to interact with and analyse the actions of their fans and followers (Abeza et al., 2017 ; García-Fernández et al., 2015 ; Herrera-Torres et al., 2017 ).

Social media has also been used in sports education in recent years (Sanz-Labrador et al., 2021 ). Moreover, their application is increasingly common in construction and dissemination related to social responsibility (López-Carril and Anagnostopoulos, 2020 ; Sharpe et al., 2020 ). In this way, they have also become a key tool for interacting with fans, addressing a strengthened social approach, and gaining engagement from athletes, sponsors, and authorities (Einsle et al., 2023 ; Oviedo et al., 2014 ; Su et al., 2020 ). Beyond the digital environment, Cuesta-Valiño et al. ( 2021 ) pointed out the relevance of considering the emerging sustainable management approach to measure sports organisations’ goals. One of the most relevant challenges for this industry is to issue social media posts efficiently, using the proper formatting resources and at the right time, to generate the most significant possible impact and engagement.

Relationship marketing theory applied to social media in sports

The sports industry is a fast-growing and increasingly diverse market worldwide (Kim and Andrew, 2016 ). Football (soccer in North America) is one of the most popular sports worldwide as well as a cultural manifestation, characterised by its high emotional level and economic, political and social relevance (Bucher and Eckl, 2022 ; Petersen-Wagner and Ludvigsen, 2022 ). Only in Spain, the sports sector generates 3.3% of the Gross Domestic Product (GDP), of which 1.37% is produced through football (PWC, 2020 ).

Globalisation has demanded an adaptation at all levels due to the endless search for immediacy and access to information, where the business of sports is becoming more and more relationship-based and the importance of generating engagement (Einsle et al., 2023 ; Fried and Mumcu, 2017 ; García-Fernández et al., 2017 ) is one of the most relevant variables in generating loyalty in sports organisations (Loranca-Valle et al., 2021 ; Núñez-Barriopedro et al., 2021 ). Sports consumers are seen as “channels” through which sports products can be promoted (O’Shea and Alonso, 2011 ), and sports fans have become both the consumer and the advocates of the product. This is where relationship marketing theory helps us to better understand this phenomenon. As Abeza and Sanderson ( 2022 , p. 287) point out, relationship marketing theory “is based on the idea that a relationship between two parties creates additional value for those involved”. This theory is one of the most widely used to understand the phenomenon of social media in sports (Abeza and Sanderson, 2022 ) as highlighted by numerous authors who have used it in their studies (e.g., Abeza et al., 2017 , 2019 , 2020 ; Su et al., 2020 ; Williams and Chinn, 2010 ).

Merging the roots of relationship marketing theory (Möller and Halinen, 2000 ) and the particular characteristics of the sports sector, and taking into account the perspective of short-term transactions and immediate economic benefits (Abeza et al., 2017 ), social media represents opportunities for better knowledge about fans, more advanced consumer–organisation interaction, efficient fan engagement, efficient use of resources and agile evaluation of the relationship between fans and organisation (Abeza et al., 2019 , 2020 ). In view of this, and in line with Abeza and Sanderson ( 2022 ), social media thus becomes a channel through which to establish, maintain and cultivate long-term relationships beneficial to both parties (in our study, football clubs and fans).

Previous studies have addressed the use of specific social media in the context of sports, such as Facebook (Achen, 2019 ; Meng et al., 2015 ; Pegoraro et al., 2017 ; Waters et al., 2009 ), Twitter (Blaszka et al., 2012 ; Hambrick et al., 2010 ; Lovejoy and Saxton, 2012 ; Winand et al., 2019 ; Witkemper et al., 2012 ) and Instagram (Anagnostopoulos et al., 2018 ; Machado et al., 2020 ; Zakerian et al., 2022 ), because of the relevance in the use of these platforms in the sports sector. From another broader perspective, Solanellas et al. ( 2022 ) propose a practical analysis of multiple social media in sports organisations from a content categorisation point of view.

The results and contributions of the studies mentioned above, reveal the importance of further exploring the social media fan engagement phenomenon as a strategic perspective (Tafesse and Wien, 2018 ) and the added value that social media can generate in sports. In this sense, it is relevant for sports managers to know which techniques, methodologies and perspectives to use. Furthermore, as stated by Abeza and Sanderson ( 2022 ), it is necessary to go deeper into the theories behind its use. Taking these aspects into account, this work presents a new instrument of observation and measurement of social media posts by football organisations, as a basis for understanding and deepening the knowledge about the digital audience and its impact on the different objectives of the organisation. Thus, the study draws on relationship marketing theory to better understand how sports managers can make the most of the possibilities offered by social media to generate added value from the interaction between fans and football clubs. Particularly, the developed instrument focuses on the analysis of the type of content published by football clubs, categorising it into dimensions, as well as the engagement of the different publications according to the type of dimension to which they belong.

With a view to the implementation of the instrument, and to contribute to the literature related to the use of social media as a marketing tool in sports, this study analyses Facebook, Twitter and Instagram posts issued by elite football clubs from Europe, South America and North America, using a practical approach to content categorisation and taking the engagement factor as a key element for comparison.

Methodology

This study adopts an exploratory, descriptive, and comparative research design (Andrew et al., 2011 ) using the observational method and content analysis techniques. Content analysis involves the recounting and comparison of content, followed by the interpretation of the underlying context. It has been widely used in social media communication research, specifically in sports settings (e.g., Anagnostopoulos et al., 2018 ; Wang and Zhou, 2015 ; Winand et al., 2019 ), to interpret textual data through systematic classification, coding, and identifying themes or patterns (Hsieh and Shannon, 2005 ). First, exploratory studies are particularly useful when the phenomenon under investigation is in constant evolution (such as social media as a marketing tool), as well as when there are several factors and variables at play (Andrew et al., 2011 ). In this study, these are linked to the engagement that can be caused by the type of content or format used by elite football clubs on their social media accounts. Second, the descriptive aspect of the research design aims to describe and quantify the engagement levels in social media for the selected football clubs. By Collecting and analysing quantitative data on the interaction metrics, including likes, comments, shares, and follower counts, the study provided a comprehensive overview of the current state of engagement, and other variables, among the clubs, helping to build a foundation for further analysis and comparison. Lastly, the comparative aspect of the research design (Andrew et al., 2011 ) is valuable in this study because it enables a cross-regional analysis of three of the most traditional social media platforms. The study compared the engagement practices, elements, and strategies across three key regions of the football industry worldwide. Understanding potential differences can be useful for sports managers to design more optimised social media marketing strategies.

Considering the study design and observational method applied in this research (Anguera-Argilaga et al., 2011 ), a nonprobable sample design (see Battaglia, 2008 ) was established following several steps to make the following three decisions: (1) selection of football clubs, (2) social media platforms, and (3) period of time studied.

First, a geographical criterion was used to determine the origin of the football clubs under study. This criterion was based on a comprehensive and global perspective, considering factors such as historical significance, popularity, sporting achievements, and the modernisation of football worldwide. Based on these considerations, three regions were selected for analysis: Europe and South America, renowned for their broad global relevance and football tradition (e.g., the winning national teams of the 22 editions of the FIFA World Cup so far are from Europe and South America [Venkat, 2023 ]). Next, North America was chosen for its ascending market growth potential and global efforts to promote football. This is exemplified by upcoming milestones, such as the organisation of the FIFA World Cup 2026 in the United States, Mexico, and Canada, as well as the recent arrival of Lionel Messi into Major League Soccer (see Mizrahi, 2023 ). These three regions are governed by the three most influential regional football bodies of FIFA: Europe (UEFA), South America (CONMEBOL), and North America (CONCACAF). Second, to select the most relevant football clubs in these three regions, we followed some of the selection criteria set in similar studies (e.g., Anagnostopoulos et al., 2018 ; Maderer et al., 2018 ). Therefore, the rankings of four of the most influential football organisations or websites were considered: (1) the International Federation of Football History and Statistics (IFFHS) club ranking, (2) the Football World Rankings website, (3) the FIFA club and league ranking, and (4) the Transfermarkt player ranking website (of great relevance in the player transfer market). As a result of this process, 24 teams were pre-selected (9 from Europe, 9 from South America and 6 from North America) according to the objectives and the study design and the author’s agreement (Andrew et al., 2011 ; Anguera-Argilaga et al., 2011 ; Battaglia, 2008 ; Hernández-Sampieri et al., 2014 ). Finally, a random draw was made resulting in a selection of six teams from Europe, six from South America and four from North America (with a limit of two teams per league). This process resulted in the 16 teams whose use of social media is analysed in this study (see Table 1 ).

Following, social media to be analysed in the study were selected. It was noted in the literature that Facebook had been one of the first social media to be used by football clubs and other sports organisations, either to connect with fans or purely for informational purposes (Achen, 2019 ; Waters et al., 2009 ). Twitter and Instagram are also platforms that have become relevant, not only for marketers in sports but also in other sectors (Anagnostopoulos et al., 2018 ; Wang and Zhou, 2015 ). Although the use of Facebook, Twitter and Instagram as marketing tools for football clubs has been studied (e.g., Machado et al. 2020 ; Maderer et al. 2018 ; Nisar et al., 2018 ), there is a lack of literature comparing their potential engagement across a sample of teams from different geographic regions. Thus, it was deemed appropriate to select these three social media sources for our study.

Finally, the periods over which the publications were to be extracted were determined. Among other authors, Ashley and Tuten ( 2015 ) point out that, in a social media environment, two to four weeks are sufficient for a wide variety of posts to be made in a regular and cyclical context, excluding exceptional milestones or events that could have an extraordinary impact on engagement and that could bias regular reading. Therefore, 45 days for each club and each social media is set as an appropriate observation period.

Once the sample selection criteria had been defined, the links of all publications from the clubs selected in the study on the three social media were extracted through the Fanpage Karma software that allows data to be collected and interpreted (Lozano-Blasco et al., 2021 ). After prior data analysis, the final sample consisted of 19,745 publications, a very similar figure to that used in other related studies (e.g., Maderer et al., 2018 ; Yan et al., 2019 ).

Instrument and research procedure

Based on the review of the techniques and methodologies used to analyse the use of social media as a marketing tool for football clubs in previous studies, we proceeded to design and develop an observation and data collection instrument in a Microsoft Excel Spreadsheet (.xlsx format), taking as a starting point the model of content analysis proposed by Solanellas et al. ( 2022 ). Due to the nature of the study, the .xlsx data collection format was chosen for its flexibility, allowing for manual data collection and the application of the categorisation tool post-by-post. This format has been successfully used as a data collection tool in previous social media content analysis studies in football (e.g., López-Carril and Anagnostopoulos, 2020 ).

To ensure its rigour, the codebook was subsequently submitted for review to nine field experts. The selection of these experts was undertaken via judgmental nonprobability sampling, a method commonly employed in the literature due to the specialised and ever-evolving nature of the subject (Andrew et al., 2011 ). These individuals were chosen based on specific criteria, encompassing their professional roles in specialised, coordinating, managerial, or directorial positions tied to the digital domain. Moreover, their academic background, particularly in marketing, methodology, or digital tools, was considered. To ensure an extensive grasp of the subject matter, the chosen experts were required to have a minimum of five years of experience in the area and to be actively participating in their respective roles. This approach aimed to incorporate diverse viewpoints, offering insights from a spectrum of angles relevant to this research. As a result, the panel of experts was comprised of the following professionals: the Head of Digital from a prominent European professional football league (1), a Marketing Manager and an International Communications Manager from leading professional football clubs (2), Directors of digital marketing and branding agencies (2), professors specialising in marketing and sports management at Spanish universities (2), and the Vice-President of Sales along with the Head of Digital from sports business intelligence consultancies (2).

Semi-structured interviews were undertaken with these chosen experts to delve into pertinent aspects linked to the study. An interview guide was developed, following the methodological aspects indicated in specialised works in this field (see Andrew et al., 2011 ; Anguera-Argilaga et al., 2011 ). Furthermore, the interview guide encompassed critical aspects of social media management and relevant facets of football club management (e.g., post formats, observation timeframes, platforms for capturing and analysing social media posts), drawing upon the elements and variables derived from studies conducted by Parganas and Anagnostopoulos ( 2015 ) as well as Solanellas et al. ( 2022 ). Additionally, these interviews comprised discussions about the conception and execution of the observation tool, which was employed as a supplementary instrument for data collection. Further variables relevant to the research objectives were explored within these interviews.

The qualitative insights garnered from the experts’ conclusive remarks offered valuable suggestions that contributed to refining the study’s development and enhancing the observation tool. This iterative approach ensured the harmonisation of the tool with the research objectives and its effective alignment with the study’s research questions. After incorporating the modifications suggested in the experts’ evaluations, the study’s codebook adhered to the variables and categories illustrated in Table 2 .

The .xlsx instrument sheet was then pilot-tested. Seventy-five publications (25 from Facebook, 25 from Instagram and 25 from Twitter) from three different football clubs were randomly selected, conforming to a total sample of 225 publications. The data were collected in an observation sheet in .xlxs format for analysis purposes. During the analysis process, including the discussion of possible discrepancies in interpreting each publication as belonging to one or another of the dimensions of the study’s codebook, the authors decided that each publication would be classified only in one dimension, depending on the type of content that predominates in each post.

To measure the level of reliability and accuracy of the instrument (Andrew et al., 2011 ), the intra-observer reliability method was applied, incorporating 10–12 minute breaks every 40–45 min of observation. After 15 days, the same publications were re-coded using the same established protocol. The results of the coding provided a Kappa coefficient of 0.949, demonstrating a very high level of agreement and reliability, following the scale of Landis and Koch ( 1977 ).

To measure the reliability and accuracy of the instrument (Andrew et al. 2011 ), the intra-observer reliability method was applied. In the first stage, the data was collected and coded post-by-post by applying the xlsx. sheet, incorporating 10–12 minute breaks every 40–45 min of observation to ensure the quality of the data observed and collected. The same posts were re-coded using the same established protocol in the second stage. To ensure a more accurate application of the codebook and to avoid potential bias, a 15-day impasse was established between the two data collections. The coding results between the two stages provided a Kappa coefficient of 0.949, demonstrating a very high level of agreement and reliability, following the scale of Landis and Koch ( 1977 ).

Finally, based on the interaction data collected with the data collection instrument, the variable of engagement with the publications was calculated by adapting the formulas used by the Fanpage Karma ( 2022 ) and Rival IQ (Feehan, 2023 ) platforms (Fig. 1 ).

Adapted from Fanpage Karma ( 2022 ) and Rival IQ (Feehan, 2023 ) platforms.

Therefore, after the protocol and the .xlsx observation instrument sheet were tested and validated, the final procedure was established as follows: (a) social media posts from Facebook, Twitter and Instagram of the selected football clubs were extracted automatically using the FanPage Karma license and added to the .xlsx observation instrument sheet; (b) according to the Study Codebook (see Table 2 ) the data was collected and registered manually into the .xlsx observation instrument sheet by clicking the posts one by one; c) we proceeded to set up a database coding the variables from the data collected to perform the statistical analyses.

Data analysis

A descriptive analysis of the engagement generated by publications on social media and their content (dimensions and formats) on Facebook, Instagram and Twitter was carried out. To analyse the differences in engagement generated by the posts on each social media according to their content, we used the t-test for independent samples and the one-factor ANOVA. The significance value established is <0.05. A chi-square test and correspondence analysis were applied to identify and visualise points of association between the key variables. Data analysis was performed using the SPSS statistical package, version 27.0.

As shown in Table 3 , of the 19,745 posts observed and analysed, Twitter accounted for 64%, followed by Facebook at 22% and Instagram at 14%. However, from the point of view of engagement, Instagram reflects an average of 1.873, well above the other social media. Facebook follows it with 0.112 and Twitter with 0.045, showing an inverse behaviour to the number of posts made.

Frequency and engagement

In Fig. 2 , we can observe the strategy used by each club in terms of the frequency of posts on Facebook, Twitter and Instagram, as well as the levels of engagement obtained. On Facebook, the football clubs analysed posts at different frequencies. In Europe, we observe that the clubs with the highest frequency of posts are Liverpool FC and Manchester United FC, with n  = 445 and n  = 486, respectively. In contrast, the Spanish clubs (Real Madrid FC and FC Barcelona) have the lowest frequency of posts ( n  = 195 and n  = 118, respectively). On the other hand, beyond this difference in frequency, they have very similar engagement ratios.

Frequency of posts and level of engagement generated on Facebook, Twitter and Instagram by the football clubs selected for this study (organised by regions).

The club with the highest frequency of publications is CR Flamengo from Brazil ( n  = 644); however, SE Palmeiras, the other Brazilian club studied, despite registering fewer publications in the same period ( n  = 289), shows much higher levels of engagement. SE Palmeiras (Brazil), Club Olimpia and Club Cerro Porteño (Paraguay), CF America (Mexico) and Atlanta United FC (USA) show the highest levels of engagement, with similar posting frequencies (between n  = 142 and n  = 241). On Twitter, the highest frequencies of posts were published compared to Facebook and Instagram, with CR Flamengo and Atlanta United FC being the clubs that posted the most ( n  = 1606 and n  = 2096, respectively). However, the levels of engagement identified show similar and homogeneous levels in the period analysed, regardless of the frequency of publications. On the other hand, the highest engagement levels were observed on Instagram, with a lower frequency of publications in all cases. Football clubs SE Palmeiras, CA River Plate, CF America and Atlanta United FC have the highest engagement values (2.5 and 3), with posting frequencies ranging from n  = 91 to n  = 154. European football clubs have very similar engagement ratios (around 1.00), while North American football clubs have different engagement values despite having similar posting frequencies ( n  = 91 and n  = 154).

Content dimensions of publications

As shown in Fig. 3 , we observe the dimensions proposed in this study, comparing the social media analysed and the engagement generated by each category. From this point of view, in terms of frequency, the “Marketing” and “Sport” dimensions are observed as the most used publication approaches by football clubs, followed by the “Institutional” dimension, “Commercial” and, finally, “ESG”. This order of frequency applies to Facebook, Twitter and Instagram.

Categorisation in the posts’ dimensions and their relationship with the engagement generated by Facebook, Twitter and Instagram of the football clubs analysed.

In terms of engagement, the social media Instagram is the one that registers considerably higher values than the rest of the social media analysed, with the “Marketing” dimension generating the highest engagement (2.03). It is followed by the “Institutional” dimension (1.78) and the “Sports” dimension (1.74), closing with the “Commercial” and “ESG” dimensions, with values of 1.54 and 1.41, respectively. Facebook is the following social media that generates the highest engagement.

In the case of Facebook (see Supplementary Table S1 ), the findings show a significance of the engagement means between the “Commercial” and the “Sports” ( p  = 0.000 < 0.05), “Institutional” ( p  = 0.001 < 0.05) and “Marketing” type of the posts in Facebook.

On the other hand, Twitter (see Supplementary Table S2 ) is the one that generates the minor engagement, with very similar values between the different dimensions, despite being the one with the highest frequency of publications (Fig. 3 ). Unlike the previous dimensions, the “Institutional”, “ESG”, and “Commercial” dimensions are those with the highest engagement values (0.07), followed by the “Marketing” and “Sports” dimensions (both with 0.04). However, in this social media platform, the “Institutional” type of content is statistically significant with “Sports” ( p  = 0.000 < 0.05), “Commercial” ( p  = 0.000 < 0.05) and “Marketing” ( p  = 0.000 < 0.05). Also, we can find significant engagement results between the “ESG” and the “Commercial” ( p  = 0.033 < 0.05) dimensions.

On Instagram (see Supplementary Table S3 ), the “Marketing” dimension has the highest engagement value, as does the “Institutional” dimension (both with 0.12). It is followed by the “Sports” dimension (0.11), “ESG” (0.10) and finally, “Commercial” (0.07) (Fig. 3 ). Nevertheless, as difference of Facebook and Twitter, the findings show a strong relevance of “Marketing” dimensions posts (Supplementary Table S3 ), linked significantly with “Sports” ( p  = 0.000 < 0.05), “Commercial” ( p  = 0.000 < 0.05) and “Institutional” ( p  = 0.002 < 0.05).

Types of formats in publications

Nine combinations of the most relevant formats have been identified in the publications analysed (Table 4 ), both in the frequency of use and engagement they generate.

On Facebook, the most frequent formats are “Text/Image” and “Text/Video” ( n  = 2031 and n  = 1265, respectively). However, the format with the highest engagement is “Image” (0.23), followed by “Text/Image” (0.13), “Text/Video” (0.12) and “Text/Link” (0.07). On Twitter, on the other hand, the “Text/Image” format is the most used ( n  = 4412), “Text” ( n  = 2499), “Text/Video” ( n  = 2239) and “Image” ( n  = 1534), with the “Text/Video” and “Text/Image” format combinations (0.07) registering the highest engagement. On Instagram, due to the nature of social media, the most frequent format is “Text/Image” ( n  = 1986). In terms of engagement, the formats “Image” (2.20), “Text/Image” (1.95), “Text/Image/Polls” (1.93) and “Video” (1.84) have the highest values.

The correspondence analysis (Fig. 4 ) shows the degree of association between the variables and the categorisation dimensions proposed in this study in a relative position map. The chi-squared test yielded a result of 1027.65. The “Marketing” dimension shows a closer relationship with the “video” and “image” format resources. The “ESG” and “Institutional” content type shows an association with the “Image” and “Text” formats. The “Commercial” dimension, based on the characteristics of the categorisation, shows a relationship with the “Link” format as ideal points of association, considering the frequency and engagement analysed.

Correspondence analysis (dimensions and formats).

Nowadays, sports organisations and athletes use social media for communication purposes, brand positioning, visibility (Maderer et al., 2018 ; Winand et al., 2019 ; Zakerian et al., 2022 ) and even for potential business (Parganas and Anagnostopoulos, 2015 ), dedicating effort and resources. Previous studies reinforce the need to categorise the message delivered to understand this phenomenon according to the objective (Filo et al., 2015 ) and content analysis for effect (Meng et al., 2015 ). However, its optimal use still leaves many questions. The complexity of the market is evolving towards the need to understand the fan as a premise in a sector characterised by its high emotional charge. In the past, strategies focused on attracting and retaining fans. However, the current trend shows increased relevance in generating engagement (Oviedo et al., 2014 ) to generate links with fans. The sports industry, especially in the digital environment, is in an era where the goal is not just getting new followers and post social media content but interact and engage “to know the users better”.

First, this study provides evidence of relevant frequency-engagement relationships according to the dimensions of the study, depending on the type of social media used (Facebook, Twitter and Instagram). Regarding the dimensions of the content published, the posts related to “Marketing” and “Sport” are the most frequent due to the natural and traditional use of these tools as communicative, brand positioning and informative elements (Lee and Kahle, 2016 ; Rehman et al., 2022 ; Winand et al., 2019 ). This is attributable to the need for clubs to generate emotional content (such as videos or images of past iconic matches or campaigns involving athletes), on the one hand, and to broadcast messages alluding to sporting performance and results. Nevertheless, the findings show different engagement impacts not directly linked to the frequency of the posts but influenced by other elements, such as the social media platform, the dimension of the content and the format. The evidence shows there are specific content dimensions that statistically generate more engagement in each platform.

On Facebook, the most traditional platform football clubs use provides a more balanced frequency-engagement ratio, with a strong engagement with “commercial” content. This platform was one of the social media platforms that started monetising in other industries, characterised for its high brand impact, where the know-how and the platform interphase are more friendly to focus on this type of posts (and in some cases, to launch joint posts with brands). Even with the positive engagement impact of this platform, it is observed that efforts of this nature in the digital sphere are scarce in comparison to the rest, making this a relevant aspect in the spectrum of growth and an opportunity to explore, especially with the new assets that are appearing in the market and the growth of e-commerce.

On Twitter, on the other hand, the dimension that works best for engaging in “Institutional” is linked to “Sports”, “Marketing” and “Commercial” content, but not with “ESG”. However, the “ESG” linked with “Commercial” dimensions statically gets significantly more impact on this platform. The “ESG” dimension is emerging as this platform is used for promoting socio-political activities and promoting more altruistic purposes as previous authors as López-Carril and Anagnostopoulos ( 2020 ), and Sharpe et al. ( 2020 ) noted. This strategy shows a possible intention to use social media not only for marketing (communication) or sporting purposes but also as an element with socio-political aspects. The nature of Twitter as a microblogging site with the highest number of posts with the lower means of engagement, is more attractive for the audience looking for quick and summarised information because of its ability to increase the visibility and awareness of fans (Abeza et al., 2017 ). Sports managers can focus on this type of message for a potential higher engagement on Twitter.

In contrast, on Instagram, the focus is on “Marketing” content. This platform shows the lowest number of post frequency, with a high engagement means, attributable to the platform’s audio–visual formats and more interactive content, ratifying its growing popularity among users. As a fast-growing platform, there is a major link with “Sports”, “Institutional” and “Commercial” dimensions, which makes it an ideal platform for emotional content, easy to connect with brands, athletes, and sports properties, counting with a larger and more varied audience looking mainly, as the evidence suggests, for entertainment and club’s closeness perception. Therefore, like Anagnostopoulos et al. ( 2018 ), we recommend sports managers use Instagram for marketing purposes, considering the context as a relevant factor.

Finally, this study reveals the post format’s relevance as another key element. In this sense, on Facebook, the highest engagement values are generated by “Image” and “Text/Image” formats, as on Instagram and Twitter; however, in each social media platform, the frequencies generated by these records are different. In any case, the power of the image as valuable content in marketing stands out, as it has also been highlighted in previous studies (e.g., Anagnostopoulos et al., 2018 ; Doyle et al., 2022 ; Machado et al., 2020 ). Nevertheless, the results obtained regarding the engagement triggered by video format posts on Facebook, Twitter and Instagram are not as conclusive, as other studies have pointed out (e.g., Su et al., 2020 ). Probably because these social media are not focused on that format as other social media such as TikTok or YouTube may be. Regardless, based on the results obtained, it is necessary for sports managers and academics to continue to explore and make the appropriate combinations of the dimensions of content type categorised in this study, the publication format, as well as the social media used to channel them.

Theoretical implications

Built upon the framework of relationship marketing, this study brings theoretical value to the realms of sports marketing, sports management, and fan engagement, spanning across four distinct lines of action.

Firstly, the research introduces a novel theoretical approach to social media strategies by employing a 5-dimensional content categorisation system aligned with the strategic pillars of football organisations. Previous studies have predominantly approached the role of social media in sports reactively, primarily focusing on communication and branding aspects. In contrast, this study contributes to the literature by adopting a strategic perspective towards social media, establishing a linkage between the study dimensions and football club strategies. This foundation paves the way for future research to delve deeper into each proposed dimension, potentially identifying sub-groups and exploring them in greater detail. The proposed dimensions serve to systematically organise the primary facets of football organisations for digital context analysis, a realm of increasing importance within the sports industry. As such, this work marks a pioneering step towards a novel approach in this area of study.

Secondly, this study establishes a fresh frequency-engagement approach for social network management, dispelling the notion that post frequency directly correlates with generated engagement. In doing so, this work highlights additional pivotal factors beyond post frequency that influence engagement among users of football-related social media. This perspective is aligned with the ethos of Web 2.0, underscoring the significance of engaging and connecting with fans.

Thirdly, from a theoretical perspective, this study introduces an innovative analytical proposition focusing on prominent international football clubs. This innovation is realised through the calculation and translation of engagement ratios, facilitating cross-entity comparisons independent of geographical location and follower count. The instrument developed and applied in this study acts as a tool to identify valuable digital practices within the industry.

Finally, this study stands out by conducting simultaneous analyses of posts across three prominent social media platforms (Facebook, Twitter, and Instagram), adopting a distinctive multi-platform approach that is seldom observed in comparable studies which often focus on a single social media platform. Gaining insights into the effects of cross-platform and cross-format postings can empower sports managers to make strategic decisions with a comprehensive perspective.

Practical implications

This study introduces a novel practical tool designed for the computation of fan engagement across the Facebook, Twitter, and Instagram accounts of football clubs globally. Consequently, sports managers can employ this instrument to gain a more realistic comprehension of the performance of social media accounts belonging to clubs. Furthermore, the developed tool facilitates the assessment of fan engagement in relation to the content type being published. This capability can aid sports managers in fortifying the bond between clubs and their followers by generating heightened value through strategic social media initiatives.

It is important to note that sports managers should consider both internal factors (club tradition, organisational culture) and external factors (competition, fan behaviour, sports results) within the context of clubs. This consideration is essential for developing and planning optimal digital strategies and for generating the best possible engagement with the audience. This research furnishes empirical evidence for understanding, in a practical and actionable manner, the pivotal components of a social media post. This understanding permits the visualisation of optimal combinations of these elements, thereby increasing the likelihood of sports managers guiding the club toward success and fostering substantial user engagement. Therefore, football team managers can apply the findings of this study to plan, monitor, and evaluate the club’s social media content for increased engagement and “closeness” with digital fans. They can combine various formats based on individual post requirements to achieve the desired results. Additionally, football team managers can analyse club identity and overall strategies more practically and coherently, facilitating the planning and execution of more effective commercial, brand positioning, institutional, and other relevant digital goals, with engagement serving as a key metric.

Conclusions

Social media plays a key role in today’s sports management, especially in football clubs, due to its global reach and ability to interact and connect with fans in an industry of great popularity, emotional charge, and economic, political and social impact. This exploratory research grounded in relationship marketing theory provided a comparison of the engagement generated by elite football clubs under a unique categorisation proposal, derived and adapted from existing literature, which addresses dimensions linked to strategic areas of football organisations and takes into consideration key elements such as frequency and format combinations used to analyse the efficiency of posts on Facebook, Twitter and Instagram.

Based on the results obtained, three lines of action stand out. First, concerning the type of content of the post, the “Marketing” and “Sports” dimensions are the preferred categories for football clubs in terms of post frequency. Regarding the engagement rates, on Facebook, the “Commercial” dimension shows an opportunity for growth and development due to the good engagement impact and due to the technological boom and the emergence of new digital assets. On Twitter, the emerging “ESG” linked to “Commercial” perspective and the “Institutional” dimension gets a significant impact on Twitter. On Instagram, the “Marketing” dimension linked to “Sports”, “Institutional” and “Commercial”, makes this platform ideal for emotional and marketing purposes. Second, concerning social media sources, this study provides evidence that Instagram is the social media that generates the most engagement using the lowest frequency of posts, followed by Facebook and Twitter. There is no direct evidence that links the post’s frequency with the engagement generated. Finally, concerning the type of format of the post, the combination of formats that generates the most engagement in all cases is “Image”, “Text/Image”, and “Text/Video”.

In short, this research stimulates a practical reflection for professionals and academics on the exploration, analysis, and evaluation of the management of social media in football clubs, using the observation method and content analysis techniques, applying elements of reliability and scientific rigour. The results obtained in this study offer practical and managerial implications in sports management, fan engagement, digital marketing, and social media, among others, through a proposal for categorisation and unique variables, taking engagement and its influence within the context of analysis as the axis.

The above conclusions should be taken into consideration viewing a series of limitations of the study. Firstly, the sample is limited to one sport (football) and not a large number of football clubs from different regions of the world. Secondly, despite the high number of posts analysed, these are located over a short period of time, and it may be relevant to analyse the engagement of posts at different times of the season, as these can influence the type of content and the engagement of fans with the posts. Thirdly, the study is limited to analysing engagement on Facebook, Twitter and Instagram, leaving aside the analysis of the possibilities that other booming social media, such as TikTok or Twitch, are having in the field of marketing. Nevertheless, these limitations can be a starting point for future research lines including, among others: (a) to assess the application and feasibility of the technique for measuring social media engagement included in this work in other football organisations (e.g. leagues) or social media platforms (e.g., TikTok, Twitch); (b) to incorporate new variables of study (e.g., size of the social mass of sports clubs, financial budget, trophies won); (c) to conduct the study considering different phases of the sports season (e.g.; preseason, season, playoffs; postseason); (d) to analyse fan engagement relation of geographical regions to understand the digital user’s behaviours; (e) to conduct the study adding engagement prediction models in social media; and (f) to incorporate this model on an AI language to suggest and predict digital user engagement in a simulated context.

Data availability

The datasets generated and analysed during the current study are available from the corresponding author on reasonable request.

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Acknowledgements

The authors would like to acknowledge the experts who contributed their excellent technical knowledge and valuable inputs to the development of this work and the Fanpage Karma platform for providing the software licence to support this research. Edgar Romero-Jara would like to acknowledge the funding support of the pre-doctoral scholarship “National Academic Excellence Scholarship Programme Carlos Antonio López (BECAL)”, granted by the Government of Paraguay. Samuel López-Carril would like to acknowledge the funding support of the postdoctoral contract “Juan de la Cierva-formación 2021” (FJC2021-0477779-I), granted by the Spanish Ministry of Science and Innovation and by the European Union through the NextGenerationEU Funds (Plan de Recuperación, Transformación y Resilencia).

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ER-J (corresponding author) and FS: conception and design of the work. ER-J and JM: analysis and methodology. ER-J and SL-C: literature review, interpretation of data, drafting of the work. FS: supervised this work. All authors made substantial contributions, discussed the results, revised critically for important intellectual content, and approved the final version of the work.

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Romero-Jara, E., Solanellas, F., Muñoz, J. et al. Connecting with fans in the digital age: an exploratory and comparative analysis of social media management in top football clubs. Humanit Soc Sci Commun 10 , 858 (2023). https://doi.org/10.1057/s41599-023-02357-8

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AI-Based Services Buying Guide for Market Research (based on ESOMAR’s 20 Questions) 

In March 2024, ESOMAR launched a document to help the industry make more informed decisions when procuring AI-based solutions.

This is an exciting development as it will help insights professionals identify suppliers that meet the standards needed for a trusted and robust service. ESOMAR has laid down 20 questions organizations should seek answers to from providers of AI tools.

The goal of this write-up is to identify the organizational behaviors that contribute to their ability to meet the expectations laid down by ESOMAR. I have also summarized the questions into 3 easily understandable and logical sections. Finally, I have compiled a simple checklist to make it easier for organizations to conduct an assessment.

I am a big believer in organizational values. What organizations share about their beliefs, how they posture externally, and what they push internally says a lot about them. 

At an overall level, here are the values AI suppliers need to exhibit in all their interactions with you. In my view, this will support the assessment you are going to make based on ESOMAR guidelines: 

• Openness – How open are they to answering your questions, showing how they have done what they have done, where they use third-party data, and most importantly, where they believe they are lacking and need to do better? Building the required safeguards around the proper application of AI is complex, cumbersome, and expensive. You need to trust that your partner is doing the right things and is on the right track.
• Simplicity – Watch out for excessive use of complex terminologies or convoluted explanations and answers to simple questions. These are usually signs that the AI supplier does not understand the offering and has relied heavily on third-party or open AI. Another issue could be that they do not have the necessary safeguards in place.
• Continuous Improvement— You need to see evidence that the AI supplier has an internal continuous development and improvement process. The necessary investment and effort to independently review internal protocols is part of the organizational culture.

ESOMAR guidelines are split into 5 sections:

• A. Company profile – gain an initial understanding of the credentials of the supplier organization.
• B. Is the AI capability/service explainable and fit for purpose? Whether the capability aligns with their business purpose and is likely to provide a clear benefit.
• C. Is the AI capability/service trustworthy, ethical, and transparent? Whether the buyer and supplier are aligned on ethical principles, potential biases, data security, and resilience. 
• D. How do you provide Human Oversight of your AI system? Understand how human involvement and oversight have been considered in both the development and the operation of the AI applications on offer.
• E. What are the Data Governance protocols? Can be used in combination with the other questions in this guidance or as a standalone checklist.

After an in-depth reading of the ESOMAR report, we look at 3 key themes. What ESOMAR is really asking organizations to do is to answer 3 questions, all of which are pivoted in the notion of ‘Trust’:

• Do you trust the company supplying AI solutions?
• Do you trust the process the company uses to build its AI products?
• Do you trust that your data will be protected?

Not all buyers of AI services may be well-versed with all the nuances related to this topic. Much of their assessments would eventually be dependent on the declarations made by the supplier. Therefore, there is a need to identify ways in which anyone, with or without technical knowledge, can perform a sound assessment.

At the end of the document, you will find a simple-to-use checklist organized to help you answer the three questions laid out above.

• How to trust the company supplying AI solutions?

Before evaluating the product, ESOMAR suggests looking at the people who have built the AI product. I believe this is the most important aspect of all the others they identified.

A lot of times, companies seeking AI solutions don’t necessarily fully understand what it is that they are buying, and they end up in two likely scenarios when selecting a supplier:

• What vs. Who— decisions get made based on “what” is said and not so much on ‘who’ is saying it. This basically means that telling a good story or showcasing something that ‘looks’ good gets equated to being the ‘right’ solution.
• Who vs. What— Sometimes, companies delegate their burden of evaluation by choosing a well-named or large global organization. They don’t consider the possibility that a smaller, less well-known company may have done a better job and provided the same solution but at a better economic value.

ESOMAR encourages you not to make these common mistakes and has identified criteria or questions for evaluating a supplier.

2. How to trust the AI product offered?

We have been living with AI long enough now that the novelty has worn off. There is a higher degree of recognition of risks and limitations of using AI solutions.

However, research companies still lack clarity about how to evaluate an AI offering effectively, what they should look for, and how to avoid making the most common mistakes.

In this regard, the key points highlighted by ESOMAR present a robust path for such an evaluation. The guideline covers aspects like:

• Explainability 
• Use of 3rd party apps 
• Use of data 
• Ethics/Transparency 
• Duty of care
• Human oversight 
• GenAI specific issues 
• How can we trust that data will be protected?

There is no conversation about ethical AI without discussing the use of data. While the importance of data and ways to assess guardrails around its use have been mentioned in earlier sections, this section goes into several technical details. 

There are specific guidelines around how to assess data quality, lineage, sovereignty, ownership and compliance.

AI is revolutionizing the market research field. There have been many successful applications of GenAI to optimize key research processes and derive uncommon insights from data faster and better than in the past.

However, these applications come with a degree of risk. As responsible market researchers, we must ensure that we demonstrate a reasonable duty of care when selecting AI suppliers.

Checklist for buyers of AI services

To facilitate buyers of AI services in market research, I have developed an easy checklist on the basis of ESOMAR’s 20 questions.

I hope that this document will make the assessment process easier. I have combined the checklist across the 3 sections I had identified earlier in this document.

• How to trust the AI product offered?

Are you interested in learning more about the impact of AI-based services in Market Research and their influence on the industry? We invite you to revisit our latest webinar, in which Dan Fleetwood and Sumair Sayani discuss the pros and cons of this emerging technology.

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Navigating the Nigerian Buyer Journey

The path to purchase is rarely a linear one. Instead, customers embark on a journey of research, consideration, and decision-making that can span days, weeks, or even months. This is the buyer's journey – a complex and nuanced path that businesses must navigate to succeed.

By gaining a deep understanding of this journey, Nigerian businesses can better connect with their target audience , build lasting relationships, and ultimately drive conversions and growth.

The Stages of the Buyer Journey

The buyer's journey can be broken down into four key stages: awareness, consideration, decision, and post-purchase. Each stage presents unique opportunities and challenges for businesses.

Awareness: At the outset of the journey, customers become aware of their needs or desires. Many times, something triggers this awareness. It could be a small flyer or a skit by their favourite content creators.  Then, they start researching, exploring and seeking information. In the awareness stage, they are not yet thinking about who to buy from; it’s much too early for that.

Consideration: As customers move into the consideration stage, they evaluate different options and weigh the pros and cons of various products or services. Factors such as brand reputation, affordability, and perceived value hold significant sway during this stage. Additionally, cultural considerations related to religious beliefs or traditional practices may influence decision-making.

Decision: The decision stage marks the culmination of the buyer's journey, where customers make their final choice and proceed with a purchase. Trust is paramount at this stage, with businesses that demonstrate reliability, transparency, and integrity more likely to win over Nigerian customers. Incentives such as discounts or promotions can also tip the scales in a market where value for money is highly regarded.

• Post-purchase: The buyer's journey extends far beyond the point of purchase, continuing into the post-purchase experience. Nigerian customers place a high value on after-sales support, personalised communication, and seamless transactions. By nurturing relationships and delivering exceptional customer service, businesses can encourage repeat purchases and foster lasting loyalty.

Cultural Considerations in the Nigerian Market

Nigeria's rich cultural heritage plays a profound role in shaping the buyer's journey. Family-centric values, respect for elders, and communal decision-making are deeply ingrained in Nigerian society, influencing everything from initial awareness to final purchase decisions. Businesses that take the time to understand and embrace these cultural norms can forge meaningful connections with Nigerian customers, setting themselves apart in a crowded marketplace.

Practical Strategies for Navigating the Nigerian Buyer Journey

Successfully navigating the Nigerian buyer's journey requires a nuanced understanding of the market and a customer-centric approach. Here are several practical strategies businesses can leverage to connect with Nigerian customers and drive conversions:

Tailor Your Messaging: Craft marketing messages that resonate with Nigerian cultural values and aspirations. Use language and imagery that reflect local customs and traditions to establish a genuine connection with your target audience.

Build Trust: Transparency, reliability, and authenticity are paramount when engaging with Nigerian customers. Leverage testimonials from satisfied clients to build credibility, and be proactive in addressing concerns and providing solutions.

Offer Value: Provide products or services that meet the unique needs and preferences of Nigerian customers. Competitive pricing, quality assurance, and value-added benefits can all enhance the perceived value of your offerings.

Invest in Relationships: Focus on building long-term relationships with Nigerian customers rather than solely pursuing short-term transactions. Nurture loyalty through personalised communication, loyalty programs, and exceptional customer service.

The Nigerian buyer's journey presents a wealth of opportunities for businesses that take the time to understand the cultural nuances and market dynamics at play. By gaining a deep understanding of the buyer's journey and leveraging relevant data and insights, businesses can craft marketing and sales strategies that resonate with Nigerian customers. By prioritizing trust, authenticity, and value, businesses can forge lasting relationships, drive conversions, and achieve lasting success in Nigeria's dynamic market. The journey begins now – are you ready to connect with the Nigerian customer of tomorrow?

References:

• https://datareportal.com/reports/digital-2021-nigeria
• https://www.zendesk.com/blog/buyer-journey/
• https://ebrandpromotion.com/converting-visitors-to-clients-strategies-for-nigerian-websites/
• https://kpakpakpa.com/understanding-the-average-consumer-in-nigeria/

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AI in Oil and Gas: Market Trends and Technological Innovations

May 23, 2024

Blog Information Technology AI in Oil and Gas: Market Trends and Technological Innovations

Technology advancements have caused a dramatic upheaval in the oil and gas sector in recent years. Artificial intelligence (AI) is one of these advancements that has really changed the game, transforming every facet of the industry from production and exploration to distribution and refining. In this blog article, we will examine the developments, uses, and potential futures of artificial intelligence (AI) in the global markets and oil and gas industry.

According to BCC Research, the global market for AI Technology in the Oil and Gas Sector is estimated to increase from $2.8 billion in 2023 to reach $5.1 billion by 2028, at a compound annual growth rate (CAGR) of 12.9% from 2023 through 2028.

AI in Oil and Gas: Global Markets and Technologies

The global market for AI Technology in the Oil and Gas Sector is estimated to increase from $2.8 billion in 2023 to reach $5.1 billion by 2028, at a compound annual growth rate (CAGR) of 12.9% from 2023 through 2028.

The Rise of AI in Oil and Gas:

There are various reasons why the oil and gas industry has been integrating AI technologies. These include the requirement to maximize production efficiency, the rising need for energy, and the complexity of operating in difficult and distant areas. By facilitating process automation, predictive maintenance, and data-driven decision-making, artificial intelligence (AI) provides answers to these problems.

Exploration and Production:

In the crucial field of exploration and production (E&P), artificial intelligence is having a significant impact. In the past, seismic data processing and comprehensive geological investigations were required to find possible drilling locations. However, large datasets are now being analyzed swiftly and precisely by AI systems, which aids geoscientists in more precisely identifying prospective places. This lowers the hazards associated with exploration while also increasing the overall output of oil and gas wells.

Additionally, the performance of drilling equipment is optimized and costly downtime is avoided through the use of AI-driven predictive maintenance approaches. Operators can reduce operational interruptions and increase asset uptime by using machine learning algorithms to predict equipment faults before they happen.

Reservoir Management:

Artificial intelligence (AI) algorithms are used in reservoir management to simulate intricate subsurface reservoirs and forecast production patterns. These models assist operators in maximizing recovery rates, optimizing reservoir performance, and extending the life of oil and gas fields. Real-time monitoring and control are made possible by AI-driven reservoir simulation software, which improves reservoir management techniques.

Predictive Maintenance:

The oil and gas industry is witnessing a revolution in asset management through the use of AI-powered predictive maintenance. Artificial intelligence (AI) systems are able to anticipate equipment breakdowns by evaluating sensor data from devices like pumps, compressors, and turbines. This proactive strategy improves operational reliability, lowers maintenance costs, and minimizes downtime.

Safety and Environmental Monitoring:

AI is now being used in oil and gas operations to monitor environmental conditions and safety. Real-time safety hazard and environmental risk detection is made possible by computer vision systems using AI algorithms. This allows for timely intervention to reduce environmental damage and prevent accidents. Moreover, AI-powered predictive analytics assists operators in anticipating and reducing the impact of climate-related events and natural disasters on their operations.

Global Market Trends:

The oil and gas business is one where artificial intelligence is quickly taking off globally. As a result of growing demand for cost reduction, environmental sustainability, and operational efficiency, market research estimates predict that the worldwide AI in oil and gas market will reach multi-billion dollar values in the next few years. When it comes to AI solutions for the oil and gas industry, North America continues to lead because to its enormous reserves and technological expertise, closely followed by the Middle East, Asia Pacific, and Europe.

Challenges and Future Outlook:

Even with AI's enormous promise, there are obstacles to overcome before these technologies can be widely used in the oil and gas sector. To fully reap the benefits of deploying AI, businesses need to overcome a number of significant obstacles, including data quality, cybersecurity concerns, and interoperability challenges. Furthermore, significant expenditures in organizational change management and people development are necessary for the shift to AI-powered processes.

Anticipating further developments in robotics, machine learning, and predictive analytics, AI in the oil and gas sector looks bright. These advances should spur innovation at every stage of the value chain. Collaborations between technology providers, energy corporations, and regulatory agencies will be crucial to realizing the full potential of AI in influencing the future of the oil and gas sector as businesses adopt AI as a strategic priority.

Conclusion:

In conclusion, Artificial Intelligence (AI) is revolutionizing the oil and gas sector by facilitating data-driven decision-making, streamlining processes, and improving environmental and safety outcomes. Oil and gas businesses that embrace innovation will have a competitive advantage in the global market as the use of AI technologies continues to pick up speed. The sector may overcome obstacles, seize new possibilities, and promote sustainable growth in the years to come by utilizing AI.

Stay ahead of industry trends, build your market research strategy and more.

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Written By Sandeep Singh Negi

Sandeep is a Senior Executive in Marketing Operations at BCC Research, proficiently serving as a graphic designer and content creative specialist. His expertise extends to AutoCAD and Revit, and he has made valuable contributions to the event industry with his design skills.

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