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Reality Check: Re-establishing context at the heart of intelligent research
Bob Cook and Jessica Salmon, ESOMAR, Qualitative, Amsterdam, November 2012
With innovation, research concepts are often explored in research environments where real world context and time to think are in short supply.
With innovation, research concepts are often explored in research environments where real world context and time to think are in short supply. This creates a situation where logic and reason can have an unrealistic share of voice when ideas are being explored and evaluated. In 2009-2010, BT, the telecoms company, sought to understand how best to position its innovative (for the UK market) fibre optic broadband product. The desire was to get beyond the product facts of headline speed and connection reliability, and to really understand the human impact of supercharged internet connectivity. Using a future-facing global study and a video-enabled blog community, the research managed to use context to answer the brief, galvanise the client and inspire a successful TV ad.
2020: Creating insights-based explorative future scenarios
Annette Böhmer, ESOMAR, Qualitative, Amsterdam, November 2012
The Creation Center is the creative think tank at Deutsche Telekom, the telco, that works as an in-house agency-like division.
The Creation Center is the creative think tank at Deutsche Telekom, the telco, that works as an in-house agency-like division. Qualitative research at the Creation Center is adding long-term strategic value through creating insight-based future scenarios and ideas for new product and service concepts. These scenarios allow the decision makers to build their product roadmaps based on a normative scenario and enables them to adapt their strategy quickly in case of changing circumstances. The Creation Center shows how qualitative research contributes high-value strategic value for a company that has to make continous, multiple decisions on infrastructure investments, strategic partnering and standardisation.
Service quality perceptions of solely loyal customers
Swetlana Bogomolova, International Journal of Market Research, Vol. 53, No. 6, 2011, pp. 793-810
Having more solely loyal customers (those who only use one supplier) is an aspiration for most service providers.
Having more solely loyal customers (those who only use one supplier) is an aspiration for most service providers. Yet, it is unclear whether, or in what way, solely loyal customers differ from customers whose loyalty is divided between more than one service provider. One loyalty indicator is a consumer's evaluation of the quality of service they receive. Using seven sets of cross-sectional data, this research reveals that solely loyal customers give, on average, approximately 10% more positive service quality evaluations than customers of the same provider who also use other providers. The implication of this finding for market researchers and practitioners is that service quality scores could be moderated by the distribution of solely loyal and multiple-provider users in a given sample. Therefore, every service quality survey should measure how many providers a customer uses and control for the proportion of solely loyal customers when tracking change using cross-sectional samples.
Harnessing the power of the people: Getting people talking about TalkTalk
Anna Wills and Catherine Russell, Market Research Society, Annual Conference, 2011
TalkTalk, the telecommunications company, wanted to understand how word of mouth built advocacy among buyers of fixed line, broadband and television services.
TalkTalk, the telecommunications company, wanted to understand how word of mouth built advocacy among buyers of fixed line, broadband and television services. This paper describes a project with Spring Research to analyse how conversations about the TalkTalk brand were exchanged and opinions formed online. The authors identified different types of advocates and analysed the potential for word of mouth in the telecoms category. As part of the project, TalkTalk discovered that during the decision-making process it was falling down the list of brands considered by potential consumers. An approach to building customer advocacy, which was tailored to the type of advocate and also highlighted the importance of approaching advocates at the right stage in their contact with the brand, was implemented in response.
My Telstra Experience is an Agent of Change: How Telstra is Changing Through Simpler Customer Experience
Frederic Anne, Bob Sharma and Peter Harris, ESOMAR, Asia Pacific, Melbourne, 2011
This presentation addresses a case study where one of Australia's largest and most complicated companies increased the value of research through simplicity.
This presentation addresses a case study where one of Australia's largest and most complicated companies increased the value of research through simplicity. Telstra created an innovative large scale customer community (mytelstraexperience.com.au) designed to measure the customer experience journey. The goal was to make the process for giving customer feedback simpler and in a collaborative, co-creative and iterative fashion that has resulted in fresher insight generation and accelerated innovation.
Innovation Detonation @ Deutsche Telekom: Co-Creation Starts in the Living Rooms of our Customers
Raimund Schmolze, Annette Boehmer, ESOMAR, Innovate, Barcelona, November 2010
The work of the Creation Center, a small, creative, international and interdisciplinary unit that applies “innovathinking” consistently in the R&D process of Deutsche Telekom, is introduced in this presentation.
The work of the Creation Center, a small, creative, international and interdisciplinary unit that applies “innovathinking” consistently in the R&D process of Deutsche Telekom, is introduced in this presentation. As in other competitive markets, a Telco operator can only survive with outstanding products and services that – to keep it very simple – help customers in their daily lives that are easy to use and perfectly fit into existing “device- & service-ecosystems”. Therefore the Creation Center sets the starting point for innovation right in the living rooms of customers.
360' brand. Branding not blending in a multicultural environment. Not just a change of logo but a change of philosophy
Elena Gligorovska, ESOMAR, Marketing Conference, Warsaw, October 2004
Case study describing how the mobile operator MobiMak, in the multicultural environment of Macedonia, has developed and re-branded itself from an inward-looking technology company into a consumer-centred, marketing-oriented one, as Macedonia itself has emerged into free-market capitalism.
Case study describing how the mobile operator MobiMak, in the multicultural environment of Macedonia, has developed and re-branded itself from an inward-looking technology company into a consumer-centred, marketing-oriented one, as Macedonia itself has emerged into free-market capitalism. Not just a change of logo but a change in philosophy.
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