Brand-side researchers share communication strategies

In 2024, Quirk’s annual Q Report asked client-side researchers, “How valued do you think the marketing research and insight function is at your company?” In response, over half of respondents said their company is a 7 or higher on a 10-point scale of “not valued at all” to “extremely valued.” 

Respondents were also able to provide comments, with some expressing feelings of being underappreciated, while others shared how valued they feel.

At the end of the project, when we deliver results, our internal clients are always incredibly pleased and complimentary of our work. But I feel that there's a strong general sense across the business that anyone can do research and that this is not a specialized area of expertise (e.g., the “market research analyst” job title was eliminated and replaced with simple “data analyst”; leaders are hired to lead research team with little to no market research background; new hires are brought in with zero research background and thrown into the trenches on major research projects, usually being set up for failure due to not even understanding the basics of a survey questionnaire). 

By the marketing team (which we support), it's a 10. By the overall company? A 6 may be stretching it. Everyone talks about how important it is but the unwillingness to increase our budget or think outside the box seems to contradict that.

Research is very valued and increasing in value. There are still obstacles that we run into – in part because it's so valued that there is also fear of it. 

[For a deeper dive into the data and verbatims from the 2024 Q Report verbatims related to this question, check out Quirk’s Editor Marlen Ramirez article, “The Q Report: How valued are internal marketing research departments?”.] 

To promote conversations within the industry about ways researchers can create strong networks – both inside and outside of their companies – and prioritize key communication tools such as collaboration and storytelling, we decided to look at tips from client-side researchers who are passionate about ensuring insights are communicated across the entire organization. 

Create a strong network

“First, create a strong network both inside and outside your company.  

“Inside your company, find the stakeholders and allies that value insights. Those folks will help make sure your POV and insights are present at every meeting, especially when you can’t clone yourself to be there. Their support will help you entrench the importance of insights throughout the company and help you get additional resources over time. Additionally, befriending insights professionals in other areas (such as product or customer insights) will help make sure you aren’t wasting your precious time focused on work that another team might be better suited for. 

“Outside your company, connect with other insights professionals through groups like the newly formed Professional Insights Collaborative – thanks to Quirk’s for making that happen … yes, a shameless plug – and the Insights Association. Connecting with peers at other companies can help you come up with new ideas for your company, get recognized for the work you’re doing that your non-insights coworkers might not take for granted and have an outlet to commiserate. I’m part of a monthly virtual coffee with several industry peers that I’ve met over the last few years that is amazingly helpful from both a professional and personal standpoint.” – Karen Kraft, Johnsonville

Embrace storytelling

“Embrace storytelling as a skill to practice and master. A compelling story can make data come alive, engaging your audience and making your insights more memorable. Storytelling is not just a technique, it's a way to make your research findings more relatable and impactful, sparking interest and understanding in your audience.” – Misty Flantroy, Owens Corning Doors

“Translating consumer insights into compelling narratives starts with empathy. It’s not just about what consumers say but understanding what they feel and why it matters. Data alone doesn’t drive action; storytelling does. I focus on framing insights in a way that connects with stakeholders on both a rational and emotional level. That means going beyond charts and numbers to bring insights to life through real consumer voices, stories and immersive experiences.” – Sara Falzone Delta, Faucet Company

Collaborate 

“Collaboration is key – gaining cross-functional buy-in allows insights to be integrated across departments and, when possible, shared responsibilities can help extend the team's reach.” – Erika M. DeLeon, Juanita’s Foods

“Whenever possible, I like to involve stakeholders, sometimes future stakeholders, in building the narrative. Whether it’s through workshops, debrief sessions or firsthand exposure to consumers, this involvement deepens their connection to the insights and makes the findings more actionable. When stakeholders feel personally invested in the story, they’re far more likely to champion the consumer perspective in decision-making. The goal is always the same: making insights impossible to ignore and easy to act on.” – Sara Falzone, Delta Faucet Company

“Prioritize building strong relationships with your internal and external partners; trust and collaboration make communication smoother and more impactful. Strong relationships are the foundation of successful research communication, fostering trust and understanding that can enhance the impact of your findings.” – Misty Flantroy, Owens Corning Doors

Ensure insights are actionable and accessible

“I highly recommend finding a way to organize your insights and democratize them via a knowledge management platform. Giving your key stakeholders direct access to the insights you already have in house helps everyone keep insights top of mind. It also frees up your small team’s time to work on and think about the bigger questions your business is/should be asking. Getting the ‘Can you send me a copy of X report?’ requests off your plate allows you time to help answer questions like, ‘From our consumers’ standpoint, what should we, as a company, be focused on?’” – Karen Kraft, Johnsonville

“Insights should be actionable and adaptable. Tailoring research to company priorities ensures findings resonate with key stakeholders. Where possible, collecting data at a granular level – by region, retailer or product – enables customized storytelling, making insights more compelling and directly relevant when opportunities arise.” – Erika M. DeLeon, Juanita’s Foods

“Tailor your message for each stakeholder, aligning your insights with their unique priorities and goals. For instance, when presenting to the marketing team, focus on how the research can help them target the right audience by highlighting specific demographics or consumer behaviors. When presenting to the product development team, emphasize how the findings can shape future product features, perhaps by suggesting new features based on consumer preferences. 

“Ensure your work ties directly to business needs and strategic objectives – alignment is the bridge that connects your research to actionable outcomes, keeping you focused on the end goal. Aligning your research with business needs is not just a strategy, it's a mind-set that keeps you on track and ensures your work has a real-world impact.” – Misty Flantroy, Owens Corning Doors