An Post had been performing well in the area of Direct Mail services, but had observed indicators that larger brands were dropping volumes in a way not anticipated. The marketing team determined to put research, data and insights at the heart of all activity. The existing planning and ideation process was audited and a new tailored approach was developed, involving in-depth interviews, attitudinal research, segmentation, and pipeline management. The research was carried out in phases in 2010. Immediate successes included multiple prioritised ideas, and a number of insight-driven marketing campaigns. The research has been high-impact in terms of action and results.
Research firm 20-20 Insights seek to simplify complexity. Working with their client, Diageo, it became clear that 2010 would require a more definitive scorecard that that already available to measure the effectiveness of marketing initiatives. Diageo had identified the lack of transactional level data from pub outlets was a major data deficit. The Pubsight service was developed and trialled, and then rolled out across the business. The EPOS data feed delivered from this initiative delivered new sets of quantitative information on purchase patterns and provided a whole new perspective on a pub's business. All on-trade activity is now evaluated through this service.
Amárach Research launched the Irish Diaspora Omnibus in 2010, to address the challenges of gathering intelligence about Irish business opportunities in the US, and providing Irish organisations interested in the US market with a simple and cost-effective data source. The solution addressed restrictions in the identification and measurement of business opportunities in the US, offering insights to first-time exporters and a means of exploring market niches in detail. Amárach identified online as the fastest, most efficient and cost-effective channel, and it commenced a monthly survey in partnership with the well-known Irish American website IrishCentral.com.
Irish Dairy Board
Kerrygold was planning to launch in new markets in Africa, but some key decisions could not be reliably made without further data on consumer attitudes and product usage patterns, purchase drivers, and perceptions of Kerrygold and other brands. To provide the basis to proceed, a qualitative research project had to be implemented in a geography that was largely unmapped from a research perspective. The team had to source local partners who could reliably manage the process in new locations, and put in place a robust research project without many of the usual supports. The result was the effective execution of the research project, and a new product launch plan being successfully developed as a consequence.
Vodafone had been running satisfaction tracking programmes for several years, capturing customer feedback across different touch points, but it was becoming clear that further qualitative understanding was required in order to establish an effective customer experience programme. The multi-modal research approach included online and telephone interactions, retail store safaris, and customer workshops. The debrief process involved all stakeholders and kick-started huge momentum within the business. The customer journey map of pain points across touch points provided clear guidance on how to prioritise developments for maximum impact. The result was improved customer advocacy scores and reduced churn rates.