Posts Tagged ‘market research’

The 30,000 Foot View: How KLM stays “in-touch” with customers

I have always loved flying. Now, I don’t mean just the hurtling through space in a comfortable cabin with movies, wine and dinner at my discretion. I mean everything about it—from the preflight wandering of airport bookstores and people-watching—to the in-flight blissfully out-of-time, disconnected from the world, “me time” with no chiming BlackBerry or demanding email—to my ultimate safe arrival somewhere across the globe that always has me marveling things like: “Seven hours ago I was in London, now I am in New York—that is crazy!”

I have always loved flying. Now, I don’t mean just the hurtling through space in a comfortable cabin with movies, wine and dinner at my discretion. I mean everything about it—from the preflight wandering of airport bookstores and people-watching—to the in-flight blissfully out-of-time, disconnected from the world, “me time” with no chiming BlackBerry or demanding email—to my ultimate safe arrival somewhere across the globe that always has me marveling things like: “Seven hours ago I was in London, now I am in New York—that is crazy!”

How crazy that transportation across space and time is—from a sheer logistics standpoint—I never really thought about it until I began, three years ago, to manage for KLM its In touch Community of Elite flyers from the Netherlands, U.K., Germany, Norway and Sweden. Before then, I never spent much time considering how much thought goes into getting 300+ people to their destinations, on time, in comfort, fed and entertained, without incident. … But now, I arrive at the airport and ask myself, as KLM asks its members every day in the In touch Community: What does efficient boarding mean? What is important in an airport lounge? How is the food? … the seat comfort? … the entertainment? What would make me more loyal to this airline? And how would I bring innovation to the industry? Now, as I board my flight, sip my wine, eat my meal or simply watch the wheels alight on the ground of Schiphol, I can’t help but notice the details.

Charles Hageman, Research Analyst for KLM and the driving force behind the In touch Community, never forgets the details, as he meticulously ensures that Elite flyers’ answers to all those questions get funneled throughout the KLM organization, to over 200 different people across functions and roles. His next magic trick? Opening the community up to the larger Air France-KLM organization, and expanding community membership into France, Spain and Italy. I, for one, cannot wait for even more reasons to interact in the In touch …with Air France and KLM Community with fellow travelers and help guide the innovation of an industry and brand that has transported me—on time and in style—across the world.

Charles recently sat down with Tamara Barber at Forrester Research to discuss the origins and impact of the In touch Community. You can read that case study here and also watch a video below of Charles talking about the community:

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Finding the Right Social Media Mix for Market Research

This week we held a webinette: Finding the Right Social Media Mix for Market Research. What’s a webinette you ask? It’s a bite-sized webinar meant to give you some great information on a focused topic in 30 minutes or less.


Ps- Be sure to watch it in full screen mode for the best experience

This week we held a webinette: Finding the Right Social Media Mix for Market Research. What’s a webinette you ask? It’s a bite-sized webinar meant to give you some great information on a focused topic in 30 minutes or less.


Ps- Be sure to watch it in full screen mode for the best experience

In it, Julie Wittes Schlack, SVP of Research and Innovation for Communispace spent 20 minutes helping attendees learn about the differences, best uses and benefits of private insight communities, online panels, social networks and online listening platforms. She also provided a framework for how to decide the right approach based on learning objectives. We had some time at the end for questions.

We had such a great response to the event we thought it would be helpful to post it on our blog; hopefully you’ll find it interesting too.  We’d love to hear your questions and thoughts about it, so please leave comments for us. Also, if you have ideas for topics appropriate for future webinettes, let us know!  We’re excited to hear from you.

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It Takes an iVillage: A conversation with Candice Carpenter Olson on the evolution of community

One of the most iconic symbols of the early days of online community is iVillage – and the company’s founder and former CEO, Candice Carpenter Olson, recently visited us at Communispace. It was fascinating to hear about her original vision for iVillage, her philosophy about how women would connect with each other on the web, and her next big idea in the learning space.

One of the most iconic symbols of the early days of online community is iVillage – and the company’s founder and former CEO, Candice Carpenter Olson, recently visited us at Communispace.  It was fascinating to hear about her original vision for iVillage, her philosophy about how women would connect with each other on the web, and her next big idea in the learning space.

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Reflections on Shopper Insights

From: Bill Alberti
Sent: Friday, July 16, 2010 1:59 PM
To: Julie Wittes Schlack
Subject: Reflections on Shopper Insights…

Whadidja think?

From: Bill Alberti
Sent: Friday, July 16, 2010 1:59 PM
To: Julie Wittes Schlack
Subject: Reflections on Shopper Insights…

Whadidja think?

From: Julie Wittes Schlack
Sent: Friday, July 16, 2010 2:02 PM
To: Bill Alberti
Subject: RE: Reflections on Shopper Insights…

Well, my conscious and rational mind says that the Shopper Insights conference was all about dichotomies – conscious vs. unconscious, planned vs. unplanned, habit vs. change, what people think vs. what they feel, etc.  But since according to one speaker, 84 percent of what I do is unconscious, what the hell do I know?

From: Bill Alberti
Sent: Friday, July 16, 2010 3:42 PM
To: Julie Wittes Schlack
Subject: RE: Reflections on Shopper Insights…

What YOU know is just point … what you know, how you act, how you feel … My big takeaway was about treating shoppers as unique from one another and getting intimate with them. From understanding how their brains work, to exploring the richness of the emotional territory of their lives, you quickly realize that data alone just doesn’t cut it anymore. You need to get intimate with customers to earn permission into their lives to see their experiences from their points of view.

From: Julie Wittes Schlack
To: Bill Alberti
Sent: Friday, July 16, 2010 4:01 PM
Subject: RE: Reflections on Shopper Insights…

Amen, brother! Understandably, a lot of shopper insights work focuses on measurement, because this is one domain in which measurement is not only strategically important, but relatively easy. So there’s reams of data on what SKUs are moving and how quickly, length of time in aisle, where shoppers eyes are roaming – on WHAT people are doing … but not on WHY they’re doing it. The neuroscience work aims to get at the latter in an objective way, and it is fascinating and powerful research.

But what struck me as I listened to several presentations is that while a variety of sensory cues may inform the unconscious and stimulate the desire to touch or acquire, ultimately the act of purchasing is a pretty conscious, intellectually mediated act. That’s why shopping is one behavioral domain where self-reporting and reflection – affording people the time in space in which to wonder aloud, “Hmm … why DID I not only have the impulse, but follow through on it?” – is really important. Reflection is a powerful insight-generation tool.

And so is Dan Arielly. My other big take-away, in fact, was a deeper appreciation for just how daunting, even paralyzing, choice can be. I’m heading out for vacation in an hour, but as I weigh the question of beach vs. pond vs. hammock next week, I’ll reflect a little more on that… :)

From: Bill Alberti
To: Julie Wittes Schlack
Sent: Friday, July 16, 2010 4:44 PM
Subject: RE: Reflections on Shopper Insights…

And that’s why I asked … always very insightful to hear your perspective.

Enjoy your vacation. When making your decision, you may want to throw in the “decoy” option of beach minus a beach blanket. The asymmetrical dominance might make the decision for beach (my preference) unconsciously easier ;)  See you next week.

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You Are Now Leaving Your Comfort Zone: 21st Century Market Research

Tell a traditional market-research audience that you propose to talk with the same group of 300–500 “respondents” on a weekly, even daily, basis over the course of many months, and half the group will react in horror, voicing legitimate concerns about bias, practice effect, and unblinded studies and posing the inevitable question: “Is it qual or is it quant?”

Tell a traditional market-research audience that you propose to talk with the same group of 300–500 “respondents” on a weekly, even daily, basis over the course of many months, and half the group will react in horror, voicing legitimate concerns about bias, practice effect, and unblinded studies and posing the inevitable question: “Is it qual or is it quant?”

But the other half faces the prospect of an ongoing, long-term relationship between researcher and consumers with excitement about the possibilities — for speed, iteration, longitudinal work, more naturalistic contexts and a collaborative relationship with consumers. They are more interested in actionable insights than in irrefutable data, and recognize when it’s appropriate to trade anonymity for transparency, distance for relationship, control for collaboration and randomness for shared purpose.

Drawing on both our own work and on research done by others in a new position paper, 21st Century Market Research, Manila Austin and I have tried to systematically address both the challenges to data validity posed by online communities, and the unique ways in which communities can actually enhance research quality. Most importantly, we’ve tried to formulate a new framework that transcends the “qual vs. quant” paradigm, in favor of an approach that more accurately reflects the new realities.

We hope this paper will serve to advance the healthy discussion and debate already swirling about the industry. Please fuel the conversation by sharing this position paper with your peers, and join it with your comments below.

6 Responses to “You Are Now Leaving Your Comfort Zone: 21st Century Market Research”

  1. Eric S Levy says:

    Hear hear!

    I completely agree with your premise that pedantic or slavish attachment to traditional ways of conducting many forms of marketing research should be examined. However, I would caution that many client organizations rely upon certain types of traditional measurement programs (i.e., tracking studies) for key business functions.

    How will we migrate these clients to newer forms of “listening”?

  2. Julie Wittes Schlack says:

    Thanks for the feedback, Eric (and as a lover of language, I’m especially appreciative of “pedantic” and “slavish” in the same sentence!) To your point, some clients remain wedded to traditional methods, and for good reason. Tracking studies can be very valuable in surfacing and monitoring trends. But even they can be conducted in more meaningful, real-time and naturalistic ways with the aid of mobile surveys or lifestreaming tools. And because most tracking studies tend to be retrospective and conditions can change so quickly, many of our clients rely on their online communities to validate and dig deeper into what their tracking studies indicate.

  3. I think you are right on the button when discussing the collaborative relationship between the researcher and the consumer. Simon Chadwick Recently did a video interview with InsightsNow about the changing way that we should be communicating in Market Research (among other things). Check out the video, I hope it serves to also further the discussion about the new, exciting direction of market Research.

    http://www.youtube.com/watch?v=6clSVeVhU_c

  4. Hi Erika. Not surprisingly, I couldn’t agree more that the Internet and social media are allowing us to understand the consumer holistically, or “in the round”; and likewise that MR methods are rounding out to offer more robust set of tools and approaches. I am also heartened to see how the shift to collaborative inquiry. Thank you for sharing your voice (and Simon’s!).

  5. [...] Simon Kendrick I’ve just finished reading Communispace’s latest position paper “You are now leaving your comfort zone: 21st century market research” (link points to their blog post, which in turn links to the pdf). It is unquestionably one [...]

  6. Dr. Bob says:

    Interesting. I would place myself in the traditional market-research audience you discuss. However, my question would not be whether the audience participation exercise would be qual or quant, but something much more fundamental. How representative are the thoughts, perceptions, and opinions of this audience of my customer/potential customer base? Gathering ideas, floating concepts, establishing a discussion with customers is certainly legitimate and laudatory. It is when such activities are perceived as representative of some larger population that I, as a traditional market researcher, would take exception, unless I had done the fundamental work to establish the parameters. That is the crux issue that is unresolved in the industry.

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Last Chance Market Researcher

Anyone who knows me knows that I’m not exactly fashion-conscious. In fact, I’m just grateful when I get to work and discover that I’m wearing matching shoes.

So it was somewhat ironic that while sitting in the Heathrow departure lounge last week awaiting a flight home from London, I was approached by a uniformed woman. She had excellent posture and carried a clipboard.

Anyone who knows me knows that I’m not exactly fashion-conscious. In fact, I’m just grateful when I get to work and discover that I’m wearing matching shoes.

So it was somewhat ironic that while sitting in the Heathrow departure lounge last week awaiting a flight home from London, I was approached by a uniformed woman. She had excellent posture and carried a clipboard.

“May I have a few minutes of your time?” she asked, and then sat down next to me without awaiting an answer.

What have I done? I worriedly wondered.  Had I packed 5 oz. of shampoo? Was my passport expired? Did they know I’d inhaled in 1972?

“I’d like to ask you about your impressions of Heathrow Airport,” she said briskly, but with a tinge of desperation.

The light dawned. She was a market researcher! This was an airport lounge intercept!

My heart went out to her.  “Ask away,” I said graciously.

She did, page after bloody page.

They’d unloaded the arriving flight by the time we finished with what was important to me in an airport. (“Fresh fruit” and “clean bathrooms with hundreds of stalls” weren’t answer options. If they had been, both would have scored a 5 – Very Important.)

By the time the plane was cleaned and I’d triumphantly recalled the name of that movie with Emma Thompson and Dustin Hoffman (Last Chance Harvey, where she plays a beleaguered market researcher who works at  – wait for it – Heathrow!), we’d advanced through how I felt about my actual experience since arriving at the airport 90 minutes earlier. (It hadn’t been bad, actually, except for this entrapment. But that wasn’t an answer option either.)

I thought we were in the home stretch when she suddenly whipped out a laminated folding card containing lots of pictures of sunglasses advertisements.

“Do you recall seeing these adverts?” she asked, waving them in front of my face so quickly that I felt a welcome breeze.

In my mind’s eye, I started flipping through every poster I’d seen in the past five days. “Um, yeah, I think so.”

“Where did you see them?”

I thought back to riding the endless escalators in the London Underground. Were there ads for anything other than The Lion King? “In the Tube?” I answered hopefully.

“Was it a poster or an electronic sign?”

Think, Julie, think. Did they have electronic signs in the Tube? “Poster,” I answered, far more definitively than I actually felt. I was hoping my bravado would hide the fact that I had no frigging clue.

“Do you think this advertising is appropriate for Heathrow?” she asked, this time not even going through the motions of showing me the ads again.

Appropriate for Heathrow, I mused. What advertising would be inappropriate for Heathrow? Well, explosives, of course. Or anything with ex-Duchess Fergie.  “Yes, I do.”

“Would it make you more likely to purchase sunglasses at Heathrow?” she demanded.

Only if there were sunlamps on the airplane, I thought gracelessly. “Hmm … I don’t know. Is that an answer option?”

By now, the volcanic ash cloud had moved from the skies over the North Atlantic to the skies over the South Pacific; Krakatoa had erupted, and sea levels in Europe and North America had risen by two feet, errr, meters. But amazingly, we were finally done.

It was only as I watched her still starchy but somehow defeated figure leave the lounge that I noticed, yes, a large, flashy electronic billboard advertising stylish sunglasses for sale at Heathrow. I’d been sitting opposite it for at least a half-hour before she came.

Exhausted, I slumped into my husband’s shoulder and pointed mutely at the billboard.

My husband’s a journalist, and when he’s training rookies, he always tells them, “Don’t ask people questions they don’t know how to answer.” He chuckled, not at all surprised by my obliviousness to the ad. “Clearly, she didn’t know who she was talking to.”

And that, dear reader, is the point of this little anecdote.

I might have been a random sample, eligible for this research largely because I was breathing and sentient, but the only time I buy anything other than earrings, food and books is when my feet are barefoot, my skin is scorched or I’m out of coffee.

I didn’t know how to answer the researcher’s questions about the efficacy of that sunglasses billboard.  Her time and mine were completely wasted and her data completely lacking in validity because she didn’t know who she was talking to. Had she simply conversed with me, she might have learned that I actually buy sunglasses routinely because I lose them routinely, that if had they been for sale at a kiosk just outside the airport instead of wedged between two high-end stores I never go near, I would have bought them in a heartbeat. She might have learned that I value durability above appearance. And maybe, just maybe, I would remember her as a curious and empathetic person, not as an intrusive and indifferent one. 

No offense, Emma.

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Are You Treating Your Customers Like a Sustainable Resource?

Usually when you think of sustainability, you think of farming or the environment right? Well it’s really not just about what you eat; sustainability is a concept that is at the heart of how the most innovative companies in all industries are doing business today. It involves thinking about how to make the most of your business using the best of your resources and ensuring those resources are well taken of – that is, treated with respect, thoughtfulness and appreciation – whether those resources are money, time, or customers. And it makes sense that customers are (or should be) one of your company’s most important sustainable resources, particularly given today’s business context.

Usually when you think of sustainability, you think of farming or the environment right? Well it’s really not just about what you eat; sustainability is a concept that is at the heart of how the most innovative companies in all industries are doing business today. It involves thinking about how to make the most of your business using the best of your resources and ensuring those resources are well taken of – that is, treated with respect, thoughtfulness and appreciation – whether those resources are money, time, or customers. And it makes sense that customers are (or should be) one of your company’s most important sustainable resources, particularly given today’s business context.

Communispace is proud to be a 2010 recipient of the ThinkForward™ Award given by the smart folks at Beagle Research. The Beagle Research Group is one of the leading analyst firms focused on customer experience and SocialCRM.  They developed the award to recognize companies that are creating sustainable business support for processes that are, among other things, “more fully engaging customers as full partners in the vendor-customer relationship.”

I think this is a really interesting take on the concept of sustainability in business – customers as a renewable business resource.  According to Beagle Research managing principal, Denis Pombriant: “If you’re in CRM this spells opportunity to re-think some business processes and use social networking to carefully listen to customers as they describe the next important things in their lives…the companies that can best understand existing customer sentiment and unmet needs will be best able to develop products and messages that drive additional sales within their customer bases.”

In explaining why they chose Communispace for this groundbreaking award, Pombriant went on to say: “This pioneer in community driven customer outreach has scores of customer success stories in which companies organized groups of customers to learn about attitudes and unmet needs…Communispace has enabled its clients to zero in on the issues that really matter to their customers at low cost as well as with speed and minimal overhead.” Thanks, Denis! You can read the full report on the Beagle Research website here.

We’d also like to congratulate the other ThinkForward winners: Brainshark, Cloud9 Analytics, iCentera, Kadient, Salesforce.com, Unisfair, and Zuora. We are honored to be in such good company.

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Listening Lessons

At Communispace, we get asked a lot about lessons learned and best practices for online communities. Since we’ve been doing this for over ten years, we have plenty of experience about what works and what doesn’t. I wrote a blog post for the Harvard Business Review blog network that covers some of the Mistakes to Avoid if you want to be successful with your customer community. Please check it out and let us know…do you agree? What did we miss?

At Communispace, we get asked a lot about lessons learned and best practices for online communities.  Since we’ve been doing this for over ten years, we have plenty of experience about what works and what doesn’t.  I wrote a blog post for the Harvard Business Review blog network that covers some of the Mistakes to Avoid if you want to be successful with your customer community.  Please check it out and let us know…do you agree? What did we miss?

My co-author is Professor Anat Keinan from Harvard Business School. She’s an incredible marketing professor who recently published a case study on Communispace for use in the first-year MBA marketing curriculum.  It’s great that the top business schools are teaching MBAs about “social business” and the power of listening.  For this new generation of business leaders, engaging in conversations with customers online will be second nature.  Interesting, eh?

2 Responses to “Listening Lessons”

  1. Lois Kelly says:

    Debi:
    Great piece. Hearing a lot of interest from marketers about the roles, competencies and activities of highly effective community managers. Would love to hear your views on this.
    Lois

  2. Debi Kleiman says:

    Great to hear from you Lois! I think that community managers need to have a multitude of skills in order to be effective. For the members, they need to be warm hosts in the community, with a sense of how their members would interact in the “real” world and be able to make that come alive and feel authentic online. It’s their job to create an inviting, personal space to get members to participate. Encouraging conversation, building on ideas, making connections, giving members many creative ways to express themselves – all are important.

    For the community stakeholders, the community managers need to be great communicators internally to help align the work of the community to the most important issues at the company. They also need to be “connectors” within the organization, knowing the business goals and priorities of all the different stakeholders of the community and how to make the work of the community relevant to them. The best community managers are also passionate about their business or mission – this makes the whole thing really hum! What else? I could go on and on… maybe I’ll save it for another post. Stay tuned. :)

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Awesome.

Think Chocolate is better than Sunlight or Ninjas? You better vote, because it’s well behind in the rankings on The Most Awesomest Thing Ever, a website which pits unrelated objects, celebrities and activities against each other and then ranks them based on how many people think they are awesome.

Think Chocolate is better than Sunlight or Ninjas? You better vote, because it’s well behind in the rankings on The Most Awesomest Thing Ever, a website which pits unrelated objects, celebrities and activities against each other and then ranks them based on how many people think they are awesome.

“We had no idea it would take off like this,” says Michael Lebowitz, founder and CEO of Big Spaceship, the digital creative agency behind the website which launched April 15. “People spend hours on it. Someone on Twitter even likened it to ‘heroin-dusted Oreos,’ it’s just that addicting.” After just five days, the site stole a collective 18,000 hours from visitors debating between Nachos and Jazz Hands. 

There’s something uniquely awesome about the site, beyond pitting cheeseburgers against cleavage. Rather than limiting would-be reviewers to a predetermined list, The Most Awesomest Thing Ever allows anyone a chance to add their own awesome ideas to the ever-building bank of battling items. 

As market researchers we often set the context in which consumers can view a given product or brand by forcing our consideration set – what we see as the obvious or correct choices – into the equation, but that leaves little room for the answers we didn’t anticipate. It’s a confined conversation, which makes it more command than collaboration.  

Having the courage to place control in the palms of the people pondering your problem opens up the opportunity to see what consumers actually see – not what we want them to. Do so, and you may just discover something unexpected. Now that would be awesome.  

A special shout out to the person I find most awesome, my mom; happy Mother’s Day to my only guaranteed reader and the rest of the moms out there!

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Failing Faster

Depending on what data you believe, somewhere between 50-90% of new products fail. Questioning the percentages isn’t nearly as interesting as questioning the whys. And most answers point to a lack of understanding about consumers – e.g., the product’s positioning didn’t resonate (McDonald’s attempt at premium with the Arch Deluxe); the product didn’t serve a clear and compelling consumer need (did consumers need a New Coke, the XFL or a Segway?); the product wasn’t perceived as valuable or differentiated enough (IBM’s PCJr); etc. Ultimately, consumers – businesses or individuals – didn’t buy enough of the product to make the product successful.

Depending on what data you believe, somewhere between 50-90% of new products fail.  Questioning the percentages isn’t nearly as interesting as questioning the whys.  And most answers point to a lack of understanding about consumers – e.g., the product’s positioning didn’t resonate (McDonald’s attempt at premium with the Arch Deluxe); the product didn’t serve a clear and compelling consumer need (did consumers need a New Coke, the XFL or a Segway?); the product wasn’t perceived as valuable or differentiated enough (IBM’s PCJr); etc. Ultimately, consumers – businesses or individuals – didn’t buy enough of the product to make the product successful.

Central to most product or idea failures is the practice of involving consumers too late in the product development cycle.  Consumers typically are brought in downstream of an idea’s development i.e., after the idea has been fleshed out, storyboarded or otherwise already invested in.  To test.  To evaluate.  To validate.  Consumers are put in the awkward position of killing or giving further life to ideas with very little background on, understanding of or context for them. 

In this setting, the possibility of failure comes at the end of a long cycle of time, investment and energy spent.  Perhaps this long cycle is why so many products miss the mark when they come to market instead of failing internally – i.e., so much investment is put against an idea’s prospects for success, making a pre-launch failure harder to accept.

But what if failure didn’t happen at the end of the cycle, but throughout it?  What if failure happened faster? 

In a “fail faster” scenario, consumers would be brought in upstream of an idea’s development to create and refine an idea with a company.  Designers, engineers, creatives, etc., would be working alongside consumers – benefiting from different and diverse perspectives to inform the creative process.  More ideas could be explored because less time would be wasted building out bad ideas. 

Of course, failing faster doesn’t mean just the speed of failure would improve. So too would the rate of success – after all, the ideas would be created with consumers for consumers, thereby increasing the likelihood of their adoption by consumers.

Behind the intuitive value of “failing faster” is a fairly compelling ROI. By failing faster, companies can cut expenses with shortened cycle times and realize the possibilities for increased revenue (i.e., products in market faster + greater likelihood of consumer adoption). 

The changes needed to realize the positive impact of “failing fast” are fairly simple: Involving consumers earlier in the process and keeping them involved throughout.  But until the changes are made, the percentage of new product failures will remain too high…mainly because these failures could be avoided.

One Response to “Failing Faster”

  1. I love the hook, but I am not sure that I would define customer-involved product development as “failing faster”–even if ideas are being rejected along the way. Still, the concept of rapid iterations with a customer-collaborative approach makes a lot of sense. I often work with clients who come to me, as a market researcher, after the product is developed. Clearly, not ideal. Do they still learn a lot from testing their product concepts? Sure. They uncover likely sales objections, sales drivers, ideas for messages that will (or won’t) resonate. But still, earlier customer feedback is always preferred.

    These days, many markets also have the benefit of rapid prototyping, which helps get meaningful early customer feedback. Many more companies could be taking advantage of that approach as well.

    Frankly, I am thrilled when companies make the effort to get customer feedback anywhere in the process, but I totally I agree that earlier is better.

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