Category Archives: Training

Students and Faculty – Get QuestionPro Corporate Edition – FREE – (Yes there is a catch)

Posted on November 24, 2011 by | Leave a comment

Are you a student or a faculty member of a College or a University? Did you know you can get fully featured QuestionPro Corporate Edition absolutely free!  Seriously – OK there is a catch – Your University or Department must be enrolled in our Site Licensing Program.

How does the Academic Site Licensing Program work?

With the Site License, all students and faculty members of a University (or a Department) get access to the QuestionPro Corporate Edition at NO EXTRA CHARGE. A standard flat fee (depending upon the size of your Department or University) is charged to give you unlimited accounts.

Each of the accounts themselves can create Unlimited Surveys and Responses.

Some of the universities enrolled in the Site Licensing program:

Want to learn more? 

http://questionpro.com/edu or academic@surveyanalytics.com

→ Leave a comment

Posted in New Feature, Training

Tagged ,

Learn to Design Killer Surveys From our friends at Research Rockstar

Posted on May 19, 2011 by | Leave a comment
Want to take a crash course on survey design?

Our friends at Research Rockstar are hosting an in-person survey design class on June 9th in Waltham Massachusetts.
This is a fast, practical class that answers key questions about planning and writing online surveys.
The fee is $89 per person, but we have a discount code for our readers: enter code 10FFL to get $10 off.

→ Leave a comment

Posted in Training

Tagged , , , , , , ,

Generate More New Business By Being at the Right Place at the Right Time

Posted on April 6, 2011 by | 1 Comment

Timing is a powerful business model or differentiating strategy.  Domino’s built their brand using a “Timing” positioning strategy “30 minutes or less” but that’s so 20th Century!

2011 brings with it a new twist on using timing as a differentiation strategy with the advent of nearly perfect information about products, price, communication and distribution.  There’s never been a time in history where we knew so much detail about people; their needs, wants, comings and goings.  In fact, small businesses have been more focused on the social media tools and smart phone technologies that make all this possible than on the profitable possibilities of using these low-cost, high-impact vehicles to get and keep more ideal, profitable customers.

WHEN is the Buying Decision Made?

When you stop and think about it, buying decisions aren’t made when we thing they are.  For example.  If you were buying a new car, it’s unlikely that you made your buying decision the first time you stepped onto a car lot.  Chances are, you started thinking about buying a new car after something significant happened; an expensive repair bill, an accident, when your car hit 100,000 miles, etc.

The point I’m trying to make is that we tend to assume that our prospects started thinking about something the instant WE found out about them as a prospect.  And the truth is that they started thinking about something AFTER something interrupted their comfortable routine.

That interrupting event is called a “trigger.”  And you can learn more about it in Craig Elias’ new book SHiFT.  He has mapped out how people buy using the following model:

  • The Status Quo: It’s a physical law of motion that applies to people too.  People will not change their existing behavior unless their world is interrupted by a third force.  Prospects will only change or make an effort to buy when the pain of NOT taking action is greater than the pain of doing something differently.Try This: Look at your existing customers and find out what triggered their choosing YOU instead of some other option.  The answers might surprise you.  Don’t just take their first answer, dig deep to find out what event happened that caused them to take action.   Once you know this, you can find ways to fish in THAT pond.  If your best customers come to you after they’ve had a baby, then you need to explore OBGYN’s as lead sources or your local maternity ward.
  • Window of Dissatisfaction: At this stage of the game, your prospect KNOWS that what they’ve been doing is no longer going to work.  Taking our “new baby” example further, if you sell baby furniture, your prospect will be more likely to make a purchase as their due date draws near.  There is a certain time between the trigger event that shocks them out of their comfortable coma and when a purchase has to be made.Try This: Target the “ponds” where your ideal customer is most likely to go when they experience this trigger event.  Then be sure to understand what’s important to them when they are trying to make a purchase, and be their guide.  You are already ahead of the competition if you are already associated with the trigger event, by default, you will be among their choices because you are simply THERE.  You increase level of value by how well you answer their questions and help them choose.
  • Searching for Alternatives: This is where MOST every other business (who doesn’t understand timing) is selling.  But your prospect has already narrowed their choices down AND suddenly their value expectation has risen mainly because they’ve already looked at some of the alternative solutions that were there during their window of dissatisfaction.  Every other alternatives that complicates the process starts to literally upset them because they have a need and an intention to purchase as well as a need to see every alternative.  Vendors or businesses who make this process difficult will lose the sale.Try This: Offer exceptional value that is significantly different and sets you apart from the early birds.  Look at your “points of purchase” for example, do you take credit cards, do you have easy terms, do your customers want to buy on line, can you offer special rates if they decide today?  There are many options, consider all of them.

Selling to the Executive Decision Maker

This is also a big timing issue.  Most industrial sales people are selling to purchasing people or middle managers or engineers.  If that’s the case, you are already late to the party.  Recent research has shown that the CEO of a company starts thinking about problems that they are having in their business and searching for educational information online years or months before potential vendors are even considered.

The biggest marketing mistake industrial or technical organizations make is making their web sites searchable for the products and services they provide and NOT the problems they solve.  For example, if the CEO is looking for ways to “reduce lead time” he or she will only find 518,000 results searching Google.  But if the CEO searches on “ERP Systems” (computer systems that could ultimately reduce lead time) he will find over 4.2 million entries.

Use Social Media Tools to Help

Today’s social media and smart phone technology makes a timing marketing strategy not only doable but cost effective.  Imagine actually knowing WHAT you’re looking for as you search LinkedIn or Facebook or Twitter.  Start by simply identifying the event triggers that shock your prospect into dissatisfaction and then go searching for other people with the same problem.  You’re likely to find better, happier and more loyal customers in the process.

LEARN MORE!

In the latest Marketing Sherpa CMO survey on Marketing Automation 76% of CMOs reported that generating high quality leads was the most pertinent to their organization.

Sirius Decisions found that an integrated approach to sales and marketing results in a 24% increase in growth but what is the simplest most effective way to align sales and marketing.

APRIL 12 WEBINAR WILL SHOW YOU:

  • Which digital assets attract the most profitable prospects
  • Where to place content so it drives the best prospects to your web site
  • When are the three best times to pass a web-based lead to your sales team
  • How to get sales to give you the data you need so they get the leads they want
  • How to create a simple seven step system that aligns your sales and marketing efforts
  • Which sales and marketing research results in the greatest payoff for you and your sales team

Craig Elias, author of 2011′s must-read book for salespeople, marketers and business owners  – SHiFT Selling AND Ivana Taylor, publisher of DIYMarketers will explain the Trends, Triggers and Tools that you will use to be at the right place at the right time.

FIRST - Register for the webinar TODAY

THEN – Click over to the SHiFT Selling web site and download FREE preview chapters to get you started so that you can get the most out of this webinar.

SPECIAL TOOLS AND RESOURCES – We’re also working on a sweet “Won Sales Analysis” template that you will have access to when you register for the webinar!

→ 1 Comment

Posted in Training, Webinar

Q & A session from Webinar: How to Use Conjoint Analysis in the Innovation Process

Posted on July 26, 2010 by | Leave a comment

On Thursday July 22nd, 2010 over 118 participants signed up for Survey Analytics and Dorian Simpson of Planning Innovations presentation on: How to Use Conjoint Analysis In the Innovation Process.

Conjoint Analysis is a powerful and often under-utilized marketing research tool that can provide powerful insight into how your customers actually think. The resulting information can be used to prioritize features, develop pricing strategies, and estimate market share… all before you develop your product or spend valuable marketing dollars.

Participants posted the following questions and both presenters, Dorian Simpson of Planning Innovations and Esther LaVielle of Survey Analytics, responded to each one.

1) What are new innovative ways to gather data and analyze it using Conjoint Analysis? What kinds of tools are available in market to perform conjoint analysis?

SA – At Survey Analytics we offer a robust yet easy to use Discrete Choice Conjoint Analysis tool. Guidelines are provided to ensure data is concise and accurate. We also provide a market segmentation tool, which offers you an opportunity to “test” new product ideas against your current data to help predict possible market share.

http://www.surveyanalytics.com/conjoint/index.html

2) Many times consumers don’t take surveys etc seriously and just complete surveys for the sake of it. How can we take that into account when applying CA?

DS – It’s important in the lead in that you let the respondent know that YOU are taking the survey seriously and that you would appreciate if they do also. This is less of a problem if you’re using your own databases. You should also try to screen out responses that are obviously completed just to finish, such as never varying their response.

SA – I agree with Dorian. Respondents always appreciate an introduction that is upfront with your intentions. Be honest with how long it would possibly take and provide an incentive that appeals to your targeted sample. In my experience of working with internal databases, you will become “familiar” with those who are not truthful or do not take your surveys seriously and can remove them from future surveys.

3) What should be the minimum sample size to conduct conjoint…any lower and upper limits and implications of sample sizes…for calculating utility values…(help me on the sample size limitations) ?

SA – This depends on your target market. The larger your target market, the larger your sample should be for statistically significant data.  The general rule of thumb for Conjoint Analysis is usually a minimum of 200-300 completed surveys. This, however you can go down to 100 completed surveys if your target market is relatively small.
4) Most use cases of conjoint focus on consumer electronics/durable goods. Is there a case for using conjoint in the FMCG/CPG industry?

SA – There is an example of a packaged goods study- Trail Mix: http://surveyanalytics.com/t/ADvnXZIA2S

As you can see in the results Dry Fruit had the highest relative importance compared to other ingredients whereas Nuts Type 1(sesame seed and sunflower seeds) did not make an impact on choice.

5) As attributes and levels are important in conjoint what should be appropriate “no” on attribute levels?

SA – It would depend if the feature is something you may want to add or not.

For example, if you wanted Trail Mix with/without Crackers you would set up the following:

Features: Crackers >> Level: Yes, No

6) Did you ask the “why” questions such as frequency and power questions in a study after the conjoint study?

DS/SA – It has been investigated in other research and will be tested again further.


7) How is conjoint used in the launch of a service business versus a product launch?

DS – Can be used similarly. E.g. Instead of price it may be price/mo., etc. You must identify attributes and levels similar to a product.

SA – A fun example is a hair salon. What kinds of services will you offer to your clients and at what price do you think they would pay for it?As Dorian said you must identify attributes and levels similar to a product.

8 ) With 6 attributes and multiple levels, how long was the [example] survey? I assume that you used experimental design to shorten the length of the survey?

SA – The case study survey that was used during the presentation took respondents on average 15 minutes to complete.

9) Do we see conjoint analysis used often in the food industry…specifically for product development?

SA – Yes. Conjoint Analysis can be used in any industry that is interested in doing a trade-off analysis of some type. Whether it is on a medication a pharmaceutical company is trying to develop or a new kayak model that would appeal to families with young children, Conjoint Analysis can be used to provide guidance in those industries.
10) Is there max levels else of options to ask in choice task?

SA – The minimum is 2 levels per feature/attribute. The standard is to stick to no more than 3-4 levels per feature/attribute. Every once in a while going up to 5 may be needed depending on the feature needed to be test.

11) Can I use conjoint in B2B surveys where sample size will be usually low almost 100 customers. In what cases can I use?

DS – You’ll want to keep the number of attributes and levels reasonably low.

SA – The fewer the respondents being surveyed the fewer attributes and levels should be used. At this point in your research you should have highly defined features and levels that would fit your targeted sample size.

12) Is there any relation between the number of attributes and minimum number of respondents required to get the results from Conjoint Analysis?

SA – From a technical standpoint, the system does NOT impose any limitations. You can have unlimited attributes and unlimited levels within each attribute.

However, from a practical standpoint, it is unreasonable to have more than 4-6 attributes, and about 3-4 levels per attribute. Our suggestion would be to keep the number of attributes to under 5 and try and seek about 3 levels for each attribute.

13) What is the ideal task count?

SA – Our experience has shown that there is a precipitous dropout rate after about 15 tasks. Unless there is a strong personal incentive for the end-users to complete the survey, we would suggest keeping the number of tasks to fewer than 15 especially in cases where users are volunteering to take surveys. Please keep in mind that conjoint product selection is a little more involved than simply “answering a survey question” — users have to comprehend each of the attributes/concepts and then make a choice.

On the lower side, we would suggest that 5-8 tasks be the minimum for a conjoint model with 3 attributes. The more attributes you have, the more number of tasks users has to fill out.


14) In the cases study in the webinar price was one of the key features. I didn’t get how the results are interpreted. Can you explain it again?

SA – See screen shot below:

15) When you say “market share”, you mean “share of preference”, right?

SA – Yes, that is correct.

16) Don’t we need any intelligence in the tool when designing the conjoint study? The tool may generate a profile which has worst features but its price is highest.

DS – This is true, but this is part of a conjoint analysis to understand what your customers deem which attributes and levels are the worst. I don’t think you want to limit options for a high price and low attribute levels.

SA – We have built intelligence into our conjoint tool such as the prohibited pairs tool to ensure certain combinations that are not possible will ever show up.  We must be careful in using this tool because the idea is not to limit the profiles based on what the client will not do, but to find out what resonates higher with your audience. We also provide a concept simulator that will calculate the number of times an attribute will be shown given the approximate number of people who will complete the survey.

17) I have QuestionPro enterprise account.  Do I have access to conjoint analysis tool?

SA – No you do not have access to this tool. To access the Discrete Choice Conjoint Analysis tool you must upgrade to Survey Analytics.

http://www.surveyanalytics.com

18) Is it possible to get a copy of the slides from the presentation?

Slides from Survey Analytics:

http://docs.google.com/present/edit?id=0ARLS1YfnuC-fZGhzYzVnamdfODhnYjJ3bjRoYw&hl=en&authkey=CIzY9psK

Slides from Planning Innovations:

http://docs.google.com/present/edit?id=0ARLS1YfnuC-fZGhzYzVnamdfMTIxaGI2cDZ2aGI&hl=en&authkey=CJeq3dgN

19) When you changed the price for the subwoofer [in market segmentation simulator], you used $800 (a level that existed in the study).  Can you use a price that is not in the study, such as $900?

SA – No you cannot. Before begin starting the conjoint analysis tool it is critical to have highly defined features in attributes before starting. In the case of our example in the presentation, we have established that  $600, $700, $800 are the price points to test. Any other price points would require another conjoint study to be run before using the market segmentation simulator.

20) What kind of conjoint analysis is better: adaptive or choice based?

SA – This depends on what you are interested in retrieving data for. If you are looking for data that mimics the purchase process then the Choice Based (Discrete Choice) Conjoint Analysis is the better bet. Adaptive Conjoint Analysis (ACA) is a computer-administered, interactive conjoint method designed for situations in which the number of attributes exceeds what can reasonably done with Choice Based Conjoint Analysis.

Survey Analytics specializes in Discrete Choice Conjoint Analysis.
21) If we have a product with 15 attributes and 5+ levels, is there a way to figure out it?

DS– It’s important to focus on the most important attributes that really drive decisions. You’ll probably want to do preliminary research such as interviews, focus groups or short quantitative to narrow it down.

22) You have said market share is a result from the utilities obtained, but this isn’t correct. Is it?

SA – Market Share: % of Profile 1 / All profiles in simulator based on % on relative importance and # of responses seen.

The market simulator uses aggregate utility values to project the probability of choice and hence the market share
23) What other kinds of conjoint exists? How can I compare advantages & disadvantages with method seen today?

SA – Here are other conjoint tools that you can review and compare:

Adaptive Conjoint Analysis

Choice Based Conjoint Analysis

Discrete Choice Conjoint Analysis * Survey Analytics specializes in Discrete Choice Conjoint Analysis*

Full profile Conjoint Analysis

Adaptive Choice Based Conjoint Analysis

24) In your experience what was your worst result in a conjoint study? I mean when results were not logical or useless?

DS– Can’t really say. Most studies have had some “interesting” results that needed further investigation, but they’ve never been useless unless the company didn’t do the upfront work to understand the right attributes and levels.

SA – With Survey Analytics we appoint a dedicated account manager who will help with conjoint studies to ensure statistically significant data.

About the Presenters:

Dorian Simpson founded Planning Innovations in 2002 to help technology-driven companies launch successful products and services through focused innovation management and planning. He has significant experience in both engineering and marketing to help build the bridge between these two critical innovation functions.

http://www.planninginnovations.com

Esther LaVielle is a Senior Account Manager at QuestionPro and Survey Analytics, which was started in 2002 in Seattle and is now one of the fastest growing private companies in the US. Prior to her adventure at QuestionPro she spent 3 years as a Qualitative Project Manager at the Gilmore Research Group.

http://www.surveyanalytics.com

→ Leave a comment

Posted in Best Practice, customer research, Essay, marketing strategy, QuestionPro, Training

How to use Conjoint Analysis in the Innovation Process

Posted on July 20, 2010 by | Leave a comment

Webinar Presentation
Thursday July 22nd, 2010
9:00am PST

Ever thought about using Conjoint Analysis as part of your research strategy?

Your customers are constantly making trade-offs when making purchase decisions between you and your competitors. Traditional research questions, such as ranking features and asking pricing sensitivity questions are valuable tools, but often leave you wondering which features are really important and how you should price vs. real competition. So how can you simulate a real-world purchase decision before you go to market?

Conjoint Analysis is a powerful and often under-utilized marketing research tool that can provide powerful insight into how your customers actually think. The resulting information can be used to prioritize features, develop pricing strategies, and estimate market share… all before you develop your product or spend valuable marketing dollars.

Join Survey Analytics and Planning Innovations for this one-hour webinar on how to effectively use Conjoint Analysis in the innovation process to prioritize needs, explore pricing options, and validate your product and service concepts.

We’ll answer:

1) What is Conjoint Analysis and how does it work to simulate real world trade-off decisions?

2) How can you develop Conjoint Studies that provide guidance in innovation planning?

3) How can Conjoint Studies help you predict potential market share for new product concepts?

This webinar will answer these questions and more as well as provide a forum to discuss specific challenges.

Click Here To Sign Up: https://www2.gotomeeting.com/register/447044739

About the Presenters:

Dorian Simpson founded Planning Innovations in 2002 to help technology-driven companies launch successful products and services through focused innovation management and planning. He has significant experience in both engineering and marketing to help build the bridge between these two critical innovation functions.

http://www.planninginnovations.com

Esther LaVielle is a Senior Account Manager at QuestionPro and Survey Analytics, which was started in 2002 in Seattle and is now one of the fastest growing private companies in the US. Prior to her adventure at QuestionPro she spent 3 years as a Qualitative Project Manager at the Gilmore Research Group.

http://www.surveyanalytics.com

→ Leave a comment

Posted in Training

How to use Conjoint Analysis in the Innovation Process

Posted on July 13, 2010 by | Leave a comment

Webinar Presentation
Thursday July 22nd, 2010
9:00am PST

Ever thought about using Conjoint Analysis as part of your research strategy?

Your customers are constantly making trade-offs when making purchase decisions between you and your competitors. Traditional research questions, such as ranking features and asking pricing sensitivity questions are valuable tools, but often leave you wondering which features are really important and how you should price vs. real competition. So how can you simulate a real-world purchase decision before you go to market?

Conjoint Analysis is a powerful and often under-utilized marketing research tool that can provide powerful insight into how your customers actually think. The resulting information can be used to prioritize features, develop pricing strategies, and estimate market share… all before you develop your product or spend valuable marketing dollars.

Join Survey Analytics and Planning Innovations for this one-hour webinar on how to effectively use Conjoint Analysis in the innovation process to prioritize needs, explore pricing options, and validate your product and service concepts.

We’ll answer:

1) What is Conjoint Analysis and how does it work to simulate real world trade-off decisions?

2) How can you develop Conjoint Studies that provide guidance in innovation planning?

3) How can Conjoint Studies help you predict potential market share for new product concepts?

This webinar will answer these questions and more as well as provide a forum to discuss specific challenges.

Click Here To Sign Up: https://www2.gotomeeting.com/register/447044739

About the Presenters:

Dorian Simpson founded Planning Innovations in 2002 to help technology-driven companies launch successful products and services through focused innovation management and planning. He has significant experience in both engineering and marketing to help build the bridge between these two critical innovation functions.

http://www.planninginnovations.com

Esther LaVielle is a Senior Account Manager at QuestionPro and Survey Analytics, which was started in 2002 in Seattle and is now one of the fastest growing private companies in the US. Prior to her adventure at QuestionPro she spent 3 years as a Qualitative Project Manager at the Gilmore Research Group.

http://www.surveyanalytics.com

→ Leave a comment

Posted in Newsletter, Training

How to use Conjoint Analysis in the Innovation Process

Posted on July 6, 2010 by | Leave a comment

Webinar Presentation
Thursday July 22nd, 2010
9:00am PST

Ever thought about using Conjoint Analysis as part of your research strategy?

Your customers are constantly making trade-offs when making purchase decisions between you and your competitors. Traditional research questions, such as ranking features and asking pricing sensitivity questions are valuable tools, but often leave you wondering which features are really important and how you should price vs. real competition. So how can you simulate a real-world purchase decision before you go to market?

Conjoint Analysis is a powerful and often under-utilized marketing research tool that can provide powerful insight into how your customers actually think. The resulting information can be used to prioritize features, develop pricing strategies, and estimate market share… all before you develop your product or spend valuable marketing dollars.

Join Survey Analytics and Planning Innovations for this one-hour webinar on how to effectively use Conjoint Analysis in the innovation process to prioritize needs, explore pricing options, and validate your product and service concepts.

We’ll answer:

1) What is Conjoint Analysis and how does it work to simulate real world trade-off decisions?

2) How can you develop Conjoint Studies that provide guidance in innovation planning?

3) How can Conjoint Studies help you predict potential market share for new product concepts?

This webinar will answer these questions and more as well as provide a forum to discuss specific challenges.

Click Here To Sign Up: https://www2.gotomeeting.com/register/447044739

About the Presenters:

Dorian Simpson founded Planning Innovations in 2002 to help technology-driven companies launch successful products and services through focused innovation management and planning. He has significant experience in both engineering and marketing to help build the bridge between these two critical innovation functions.

http://www.planninginnovations.com

Esther LaVielle is a Senior Account Manager at QuestionPro and Survey Analytics, which was started in 2002 in Seattle and is now one of the fastest growing private companies in the US. Prior to her adventure at QuestionPro she spent 3 years as a Qualitative Project Manager at the Gilmore Research Group.

http://www.surveyanalytics.com

→ Leave a comment

Posted in Training

How to use Conjoint Analysis in the Innovation Process

Posted on June 29, 2010 by | Leave a comment

Webinar Presentation
Thursday July 22nd, 2010
9:00am PST

Ever thought about using Conjoint Analysis as part of your research strategy?

Your customers are constantly making trade-offs when making purchase decisions between you and your competitors. Traditional research questions, such as ranking features and asking pricing sensitivity questions are valuable tools, but often leave you wondering which features are really important and how you should price vs. real competition. So how can you simulate a real-world purchase decision before you go to market?

Conjoint Analysis is a powerful and often under-utilized marketing research tool that can provide powerful insight into how your customers actually think. The resulting information can be used to prioritize features, develop pricing strategies, and estimate market share… all before you develop your product or spend valuable marketing dollars.

Join Survey Analytics and Planning Innovations for this one-hour webinar on how to effectively use Conjoint Analysis in the innovation process to prioritize needs, explore pricing options, and validate your product and service concepts.

We’ll answer:

1)       What is Conjoint Analysis and how does it work to simulate real world trade-off decisions?

2)       How can you develop Conjoint Studies that provide guidance in innovation planning?

3)       How can Conjoint Studies help you predict potential market share for new product concepts?

This webinar will answer these questions and more as well as provide a forum to discuss specific challenges.

Click Here To Sign Up: https://www2.gotomeeting.com/register/447044739

About the Presenters:

Dorian Simpson founded Planning Innovations in 2002 to help technology-driven companies launch successful products and services through focused innovation management and planning. He has significant experience in both engineering and marketing to help build the bridge between these two critical innovation functions.

http://www.planninginnovations.com

Esther LaVielle is a Senior Account Manager at QuestionPro and Survey Analytics, which was started in 2002 in Seattle and is now one of the fastest growing private companies in the US. Prior to her adventure at QuestionPro she spent 3 years as a Qualitative Project Manager at the Gilmore Research Group.

http://www.surveyanalytics.com

Additional Links:

→ Leave a comment

Posted in Training

Follow up from Webinar on Thursday June 17th, 2010

Posted on June 22, 2010 by | Leave a comment

On Thursday June 17th, 2010 we teamed up with Dorian Simpson of Planning Innovations on the topic:

Effective Use of Online Surveys for the Innovation Process

The turn out for this topic was fantastic! It has been proven that customer-driven innovation requires a steady flow of real insight from real customers. However, to be successful, the right questions and techniques must be used for each stage of innovation. If used correctly, cost-effective online survey methods can become an essential tool to consistently deliver new, valuable products and services.

Dorian presented on VOC (voice of the customer) techniques that can be applicable to an online survey. Although there is no substitute for doing in-person interviews, the process of gathering and analyzing qualitative data via an online survey can increase efficiencies and deliver real-time data that will allow your firm to stay with or ahead of any industry trends.

The focus of our discussion looked at Customer Problems, Trends of Interest, Feature Priorities, Value Questions, Market Size, Pricing, and Take rate (boxed in red above).  In order to clarify this fuzzy stage we must look at discovery and validation technique also known as divergence and convergence methods.

Most surveys are used for “convergence” or validation research

That’s OK… but…

–The set of options you may be testing are assumed to be accurate.

–They typically don’t solicit the problems customers will value

–The language or words used may not reflect how your customers talk about the product or problem

E.g. Home audio speakers – On a scale of 1 to 5:

“How important is it for your headphones to sustain a complex bass tone”????  Very Important!

Convergence surveys without understanding customer language, real problems, and options THEY desire lead to missed opportunities and can often misdirect innovation efforts.

Tips in using Voice of the Customer Techniques:

1.Seek attitudes, problems and needs (not product features and functions)

2.Use open-ended questions to solicit more detailed responses

3.Process results

1.Break down responses into bites

2.Look for trends, clusters, and themes

3.Seek clues that can be used to test further and create hypothesis for valuable opportunities

Use your surveys to solicit problems! Consumers have gotten accustomed to sharing thoughts in threads in short bursts. Texting, emailing, IM’ing, Facebooking, tweeting, etc.

Often the ‘open-ended’ results are the most interesting and enlightening part of survey responses.

Additional Tips to Implement during the Innovation Process:

1.Write your survey as if you were in a 1-on-1 interview

2.Results are “qualitative”, so set goals to receive 30-40 responses

3.Conduct multiple surveys to various target groups to test different questions to find those that gain real insight

4.You can ask more intimate questions of current customers than potential customers, but don’t let that stop you from trying!

5.Follow general good online survey techniques

-Test your survey

-Make it clear responses keep strictly confidential

-Keep survey results to 15-20 minutes

-Provide incentives

6.Conduct threaded surveys – Get responses, then send out follow up surveys to the same group to elaborate on response themes (not specific responses.. that’s creepy)

7. Use visuals of the task to ask questions such as adding a sketch of someone waking up to get users to think about the problem

8.Get creative and try to make it fun for your customers to give you thoughtful and honest responses

About the author: Dorian Simpson founded Planning Innovations in 2002 to help technology-driven companies launch successful products and services through focused innovation management and planning. He has significant experience in both engineering and marketing to help build the bridge between these two critical innovation functions.

Enhanced by Zemanta

→ Leave a comment

Posted in Training

Tagged , , , , , , ,

REGISTER TODAY: Effective Use of Online Survey Tools in the Innovation Process

Posted on June 15, 2010 by | Leave a comment

Webinar Presentation
Thursday June 17th, 2010
9:00AM PST

Looking for ways to bring innovation to your company without going over budget?

It’s been proven that customer-driven innovation requires a steady flow of real insight from real customers. However, to be successful, the right questions and techniques must be used for each stage of innovation. If used correctly, cost-effective online survey methods can become an essential tool to consistently deliver new, valuable products and services.

Join Survey Analytics and Planning Innovations for this one-hour webinar on how cost-effective online tools can be used throughout the innovation process to identify needs, explore solutions, and validate concepts.

1)       How can online surveys be used in the discovery process to fuel innovation?

2)       How should your survey techniques change throughout the innovation process?

3)       What kind of questions can actually limit your ability to innovate?

This webinar will answer these questions and more as well as provide a forum to discuss specific challenges.

CLICK HERE TO SIGN UP: https://www2.gotomeeting.com/register/513450435

About the Presenters:

Dorian Simpson founded Planning Innovations in 2002 to help technology-driven companies launch successful products and services through focused innovation management and planning. He has significant experience in both engineering and marketing to help build the bridge between these two critical innovation functions.

Esther LaVielle is a Senior Account Manager at QuestionPro and Survey Analytics, which was started in 2002 inSeattle and is now one of the fastest growing private companies in the US. Prior to her adventure at QuestionPro she spent 3 years as a Qualitative Project Manager at the Gilmore Research Group.

Reblog this post [with Zemanta]

→ Leave a comment

Posted in Training

Tagged , , , , , , ,