filter by author: Andrea

Market research firms, take heed. In its continued efforts to infiltrate every facet of our lives – both personal and professional – Google has now made its way into the business of consumer insights with the launch of Google Consumer Surveys.

This new platform allows users to create short and simple online surveys, which Google posts on its publishers’ websites. Before a reader can gain access to a publishers’ content, he or she must agree to answer a quick survey, thus creating a “surveywall” blocking access to exclusive content. Perhaps more of a money-making venture for publishers than an insights tool for marketers, Google Consumer Surveys will be an attractive solution for cash-strapped brands looking to poll consumers. At only $0.10 per respondent, brands aren’t likely to suffer sticker shock.

But before delving into quick-and-dirty consumer market research – so quick and dirty, in fact, that demographic information about respondents is merely approximated based on IP address – brands would be wise to consider the following:

Media are likely to be skeptical. If you’re planning to share your results with media, don’t be surprised if they aren’t willing to listen. Many of the nation’s most prominent media are already distrustful of online survey methodologies, even when conducted by professional market research firms. Preferring to stand by more “tried and true” telephone sampling methods – which have problems of their own – media aren’t likely to take to an online methodology that cuts out the research firm and rests solely in the hands of the brand. Google Consumer Surveys will have to overcome a lot of cynicism before proving its veracity to media.

Turn-key, DIY solutions are no substitute for a skilled research practitioner. Much of a survey’s success lies within the questionnaire design and the populations sampled. To avoid biasing results, researchers have to consider everything from question wording and order to biases inherent within respondent samples. A seasoned researcher is trained to avoid these and other common pitfalls, ensuring results are accurate and generalizable across large populations.

If anything, the launch of Google Consumer Surveys is a confirmation of the credibility and efficacy a survey can bring to market research, but we should approach with caution. By lowering the barrier for entry, and removing the professional researcher from the equation, we risk overuse, poor technique and specious results. Before using Google Consumer Surveys, or any other survey platform, be sure to at least seek advice from a skilled market research professional who can help guide you through the consumer insights process.

--Andrea List, Insights Supervisor, @AndreaList

I recently stopped by a local sporting goods chain, which shall remain nameless, to shop for some workout clothes. While wandering around the store, I saw a sign on top of a T-shirt display advertising a cause promotion. “Buy any recycled T-shirt and $2 will be donated to the Charles River Conservatory,” a Massachusetts nonprofit advocacy group that is involved in the renewal and restoration of the Charles River Parklands.

My interest piqued, I quickly selected three shirts and headed for the checkout. To be sure I selected the right items, I asked the cashier if my Ts qualified for the donation. She gave me a blank look, and said, “Uh, I don’t know.” Despite my annoyance, I purchased the shirts anyway, but as soon as I got back to my computer I visited the store’s Web site for more information about the promotion. (What can I say? I work at Cone. I care about causes.) There was nothing on the homepage, nothing on the “Our History” page and nothing on the “Press” page. Only after I searched for the specific item did I see a small-print mention about the $2 donation.

A cause promotion activated at retail can provide a sales lift and traffic boost, but only if it’s done right. Companies, if you’re going to invest in a cause, you must also invest in the cause marketing. After all, what’s the point of a cause promotion if no one knows about it? A program that’s this hidden may even be detrimental, giving your consumers the impression it’s an inauthentic, one-off promotion that you don’t care about. Marketing, on the other hand, leads to increased foot traffic and sales, which lead to more money for the nonprofit, which lead to greater social and bottom-line benefits. Don’t worry that your customers will think poorly of your marketing efforts; 85 percent find it acceptable for companies to involve a cause or issue in their marketing.

But, marketing is more than a small advertising display and a buried mention on the Web site. It involves advertising, media relations and especially engaging your employees. Employees should be your biggest advocates. If they are unaware of the program or aren’t involved, they can’t help you promote and execute it. Help motivate employees by creating store-level incentives to locations that collect the most donations or sell the most products associated with your cause. Create toolkits and message guides so they know how to speak to the program and answer customers’ questions. Employees are your ambassadors, and you need to rally them around the program and the cause to drive results.

You can bet the next time I visit said sporting goods store, I’m going to ask about the promotion. So you better be ready for me.

For more tips on how to properly activate a cause promotion at retail, visit our Web site to read director Marc Berliner’s article, “Cash-Register Cause.”