Rodney Dangerfield and marketing research practitioners complain they get no respect. Rodney could switch deodorants and try to do something about his nervous twitch. Researchers might want to budget for some of the new tools designed to galvanize management's appreciation of the profession.


Knowledge is still power

We are in the "marketing decade" of the "information age." As marketing researchers, our mandate is to gather, synthesize, and communicate facts and figures from which conclusions can be drawn. The statistics and data we gather have direct bottom-line implications. Yet, the majority of the marketing researchers I have met over the past 20 years, from both sides of the desk, are concerned that their efforts are under-utilized and often misunderstood. The annual Survey of Marketing Research Directors, by Data Development Corp., substantiates my observations.

Weatherman analogy

Once upon a time, the weatherman also had a "respect" problem. People were not concerned about the accurate forecasts, just the inaccurate ones. But the tools-of-their-trade improved. Satellite generated, computer-enhanced graphics provided better forecasts in a visual format. Abstracts took on tangibility. People could "see'' weather data from a new perspective, one that was more consistent with the realities they experienced.

Many of the researchers' tools are like pre-satellite weather data. Conventional techniques, especially repetitive ones, do not enhance management's appreciation of our efforts. Rather, most managers choose to remember the poor prognostications.

Reality: multidimensional

Most marketing managers agree they are operating in highly complex, dynamic and competitive environments. Customers are moving targets. "Segments and niches" are searching for their own definitions of value. Choices and decisions are influenced by many interrelated issues. We simultaneously weigh such factors: Price, brand image, guarantees, features, appearance, time convenience, size, rebates and/or incentives. Conventional marketing research is often very limited when it comes to determining which feature, or bundle of benefits, will influence the buyer's purchase process.

New tools

Computer interactive perceptual mapping and conjoint analysis are being proven as effective tools for uncovering what makes people ultimately accept or reject a product or service. The combination of computerized interviewing and subsequent comprehensive analysis provides the manager with highly visual evaluation of how people perceive and weigh their options.

These tools are actually "packaged statistical processes." The basic techniques have been used for years. However, they were perceived as expensive, lengthy and very complicated. But the advent of today's PC programs means we can harness the power quickly, accurately and inexpensively. A researcher need not be sophisticated in psychometrics to provide managers with graphic depictions of market dynamics. The procedures with interactive simulation/modeling capabilities turn the numbers and statistics into living databases. Researchers and managers can "talk" with their customers and ask a wide variety of "what if" questions.

The old Indian adage says walking in the shoes will give the measure of a man. The risk of marketing products in today's competitive economy is high, requiring that the marketer understand what is going on in the customer's head, heart, wallet and footgear. PC-based perceptual mapping and conjoint analysis plugs managers directly into the decision process.

Get a budget

Everyone is seeking a competitive edge. Living databases are available today. Management can interact with their customers as never before. But most research directors say they lack the funds to apply the tools. Well, you cannot spend it if it's not in the budget.

Since this column is appearing at a time when many companies are planning their 1988 budgets, I urge the addition of a line item to the research budget for "living databases." Take the time to check out the costs to conduct investigations using these PC-based services. Test the tools on a pilot project. Find a pro-active manager to sponsor a study.

Connect your management into a living database. All they know is what they know. Expand their learning curves. End the Rodney jokes at the office.

Editor’s note: Harris K. Goldstein is president of Trade-Off Marketing Services and has more than 20 years of experience in consumer behavior research. He has completed more than 1,000 marketing research and strategic planning assignments, including work in new technologies, finance, food service, retailing, grocery products, insurance, travel/entertainment/leisure and media marketing. Goldstein has worked with a full spectrum of client companies, including more than 50 of the top Fortune 100 advertisers and 15 of the top 25 Advertising Age agencies. He has also been an executive with Columbia Pictures, Times Mirror Satellite Programming, Young & Rubicam and Market Facts, Inc. He frequently lectures at USC, UCLA and Stanford University.