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New insights from practice: Exploring online channel management strategies and the use of social media as a market research tool
Philipp 'Phil' Klaus, International Journal of Market Research, Vol. 55, No. 6, 2013, pp. 829-850
The concept of online customer experiences, and in particular the role of social media in online customer behaviour, has recently received great interest from academia, business and market researchers alike.
The concept of online customer experiences, and in particular the role of social media in online customer behaviour, has recently received great interest from academia, business and market researchers alike. Despite the belief that social media, imbedded in a corresponding online channel strategy, can be the key to successfully track and analyse consumer behaviour, most of the research focuses solely on the consumer rather than the companies’ strategic viewpoint. This study investigates current online channel management strategies of retail banking services, developing a much-needed typology of such practices. Based upon a thorough and rigorous data analysis process, we propose a typology of online channel strategies. The typology differentiates existing practices into initiators, reformers and consolidators, and discusses the differences between these categories with implications for theory and practice. We highlight the current and future roles of social media market research, and their strategic implications for the industry sector and market research in general, introducing the concept of ‘Strategic Social Intelligence (SSI)’.
The beauty and the beast: How can a bank communicate in times of stress
Jochum Stienstra and Tibor van Bekkum, ESOMAR, Qualitative, Valencia, November 2013
This paper explains how qualitative research was used to expose 'prejudice-without-knowing' during work for a Dutch bank.
This paper explains how qualitative research was used to expose 'prejudice-without-knowing' during work for a Dutch bank. A narrative method is presented that is inherently and radically open, and enables the client not only to look deeper into their consumer, but in the mirror as well. The method helped the client to transform the view on their business (consumer loans) and was integral in cultivating a healthy organisational identity.
Ads are watching me - A view from the interplay between anthropomorphism and customisation
Marina Puzakova, Joseph F. Rocereto and Hyokjin Kwak, International Journal of Advertising, Vol. 32, No. 4, 2013, pp. 513-538
With the advancement of technological platforms, the use of recommendation agents that can provide highly customisable solutions has become more ubiquitous.
With the advancement of technological platforms, the use of recommendation agents that can provide highly customisable solutions has become more ubiquitous. Marketing academics and practitioners alike have begun to investigate various communication styles and functionality designs of such decision aid systems. One variant of a design of a recommendation agent is to imbue it with humanlike features (i.e. to anthropomorphise it). However, academic research is silent with respect to whether this type of design would lead to more favourable consumer evaluations. To fill this gap, our research investigates the downstream consequences of anthropomorphising a recommendation agent, when the recommendation itself may require the exchange of personally sensitive information, and the message is customised. The results of two experiments reveal that, when a message is customised, the effect of an anthropomorphised recommendation agent on attitude towards the advertisement is predominantly negative and is mediated by consumers’ unwillingness to provide personal information to an anthropomorphic recommendation agent, as well as by greater psychological resistance towards the advertisement. Our research concludes with theoretical and practical implications, as well as further research directions.
Feel Nothing, Do Nothing: Unlocking the emotional secret of online spending
Tom Ewing, Joost Vastenavondt, Koen de Vos and Orlando Wood, ESOMAR, Congress, Istanbul, September 2013
This paper explains how MasterCard, the financial services company, used research to better understand online purchasing and payment behaviour.
This paper explains how MasterCard, the financial services company, used research to better understand online purchasing and payment behaviour. Despite the vast amount of data generated regarding consumer behaviour when purchasing online, the picture is incomplete. This paper identifies two gaps - intention and emotional response - and describes research methods that aim to fill these gaps. The research helped MasterCard to develop the positioning for their online payment services, taking into account how consumers feel and how they buy.
Strategic management of new products: ex-ante simulation and market segmentation
Jae Young Choi, Jungwoo Shin and Jongsu Lee, International Journal of Market Research, Vol. 55, No. 2, 2013, pp. 289-314
Among various methodologies for demand forecasting of new products, the random-coefficient discrete-choice model using stated preference data is considered to be effective because it reflects heterogeneity in consumer preference and enables the design of experiments in the absence of revealed-preference data.
Among various methodologies for demand forecasting of new products, the random-coefficient discrete-choice model using stated preference data is considered to be effective because it reflects heterogeneity in consumer preference and enables the design of experiments in the absence of revealed-preference data. Based on estimates drawn from consumer preference data by structural hierarchical Bayesian logit models, this study develops the overall, strategic, demand-side management for new products by combining market share simulation and a rigorous clustering methodology, the Gaussian mixture model. It then applies the process to the empirical case of electronic payment instruments.
Visual stories from the emerging middle class: Understanding the individual in India and China
Anthony Martin, Market Research Society, Annual Conference, 2013
This paper defines the opportunity the emerging middle class in China and India represent for HSBC, the global financial services group.
This paper defines the opportunity the emerging middle class in China and India represent for HSBC, the global financial services group. First it defines the middle class consumer, and goes on to explore their attitudes to banking and finance. The paper indicates the range of knowledge required to build relationships with future, higher-revenue customers in these regions. Photojournalism was used to capture cultural norms as they relate to money, providing real-life evidence which was combined with an ethnographic exploration of 16 key respondents. The paper concludes by outlining five rules that can be used to leverage photojournalism in the art of storytelling.
In 2030 the best market researcher in the organisation will be the CEO
Elisabetta Osta and David Smith, ESOMAR, Congress, Atlanta, September 2012
This ESOMAR paper's authors present a view of what market research will look like in 2030. They discuss Big Data, facial expression recognition, experience immmersion rooms, customer insight facilitators, man-to-machine communications and instant infographics.
This ESOMAR paper's authors present a view of what market research will look like in 2030. They discuss Big Data, facial expression recognition, experience immmersion rooms, customer insight facilitators, man-to-machine communications and instant infographics. In essence, it will make sense for the most adept researcher in the business to become the CEO.
Money Talks: Unlocking transformational insight in banking through storytelling
Esther Garland, Henrietta De Souza and Riki Neill, ESOMAR, Congress, Atlanta, September 2012
This paper focuses on brand storytelling, centering on a case study for HSBC, the global bank, that aimed to increase loyalty with the "emerging middle class" in the UK and India.
This paper focuses on brand storytelling, centering on a case study for HSBC, the global bank, that aimed to increase loyalty with the "emerging middle class" in the UK and India. The paper looks into the research period of the campaign, centered on an online "storytelling community" with 48 members. Insights from this community were then fed into HSBC communications, tools and services. The paper further suggests that the opportunity with this emerging middle class audience is much bigger globally than perhaps the client had imagined - a fact only revealed via storytelling.
Mastercard-Master Insights: The journey from questioning to listening in Latin America
Ricardo Alvarez, ESOMAR, Latin America, Mexico City, May 2012
This paper discusses how MasterCard in Latin America has moved most of its research from face-to-face and CATI interviews to online communities and social media analysis, believing consumers are more "relaxed" online.
This paper discusses how MasterCard in Latin America has moved most of its research from face-to-face and CATI interviews to online communities and social media analysis, believing consumers are more "relaxed" online. Analysis of consumer-generated content online and in social media have made a great contribution to nurturing the insights to support its business decisions. However, Mastercard maintains that such approaches are not yet going to replace completely the richness of data gathered from traditional focus groups.
A blueprint for helping customer insight professionals drive business growth
Maryan Broadbent, David Smith and Adam Riley, ESOMAR, Asia Pacific, Shanghai, April 2012
This paper is based on a consumer insight research programme conducted by AIA, the pan-Asian life insurance group.
This paper is based on a consumer insight research programme conducted by AIA, the pan-Asian life insurance group. It provides a blueprint for the mindset needed by customer insight professionals faced with the challenge of understanding how global influences and local needs combine to shape customer preferences that will drive business growth. Specifically, it argues that customer insight professionals - in both Asia and the West - need to play seven roles: Panorama Thinkers; Holistic Analysts; Insight Strategists; Intuitive Problem Solvers; Business Storytellers; Insight Intrapreneurs; and Global Villagers.
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