Sometimes a phone call with a new market research client begins like this:
Client: "Do you do focus groups?"
Us: "It depends. What do you need to understand?"
It might also include some of this:
Client: "I've got a deadline to meet. How fast can you get this project finished?"
Us: "How fast can you do your part in framing your needs and doing your prep work?"
When we're asking these questions, we're doing two things. The first is to narrow down as precisely as possible, what the client really needs to see in order to take an action or make a decision. (That's why we say we help you see everything you need to know to make better decisions. You don't need to know everything. Just all of the relevant things. Secondly, we need to do the most important thing, and it's this: we need to make your customer's experience with market research as comfortable, even delightful, as possible. That means not pushing them so hard that the process is frustrating or annoying for them. It means working to timelines that work for them, not only for you. It means having them say (to us, if they're a live interview or group, or in comments, if it's a survey), "Wow, that was really interesting!", or "The time went by way faster than I thought, that was fun!"
Why does that matter? It matters because your reputation depends on it. Even in double-blinded research (much of what we do keeps the client anonymous to the respondent, as well as the other way around), the person doing the answering will speculate about who's doing the asking. And they'll make assumptions about the organization they believe is doing the asking. So if we have them take time in the middle of their workday, or in their busiest week, or we nag them incessantly to participate, it reflects badly on us, and very possibly, on you. If, at the end, they feel like they're being treated like some sort of lab rat, it's not happiness-making. Reputation management and customer relationships are as important in research as in everything else you do.
So the next time you're planning to do customer research, we're happy to use a variety of methods to get the answers you need. (Often we will recommend that you combine one or two, for precision and richness in what you learn). And we hope you'll take our advice when we also recommend ways to make it as pleasant as possible for the most important customer of all - yours.
I'm Megann Willson, and along with my partner, Steve Willson, we're PANOPTIKA. We've spent decades getting to know our customers, and yours, and we're always happy to help you find more ways to excite them, delight them, and keep them coming back for more. You can find more content from us on Twitter, LinkedIn, or even Facebook. And if you'd like ideas, offers, and opportunities delivered straight to your inbox, the button below is where you can sign up.
I know, we're a day early. But since many of you are already eating the candy, and I thought I could use one more pumpkin-and-costume graphic, with puppies, we're posting a day early. This week I had a lovely time with connections and colleagues from the Toronto Product Management Association, where I was sharing a facilitator's-eye view of meetings and how to make them work for you. My first rule: treat your colleagues like you would treat your customers - give them and their ideas the same level of respect and consideration. No one likes meetings, for sure, but there are some key things that make them run more smoothly:
*The Ivory Taboo Tower is a "secret parking lot" out of the room, or on a discreet wall, where people can note topics that are taboo to talk about, and yet are having an impact on getting things done, agreeing, or moving forward.
I'm Megann Willson and I'm one of the partners here at PANOPTIKA, along with Steve Willson. We help you and your company to see everything you need to know to make better decisions, so you can find, understand, and keep customers. You can also find us on Twitter and Facebook, and if you'd like more news you can use, delivered straight to your inbox, click the handy button below to sign up.
"Make a u-turn as soon as possible!"
Was she really shrieking at us, the GPS woman? It started to sound that way when we toured Lyon, in the middle of a city-wide tram-track upgrade. Every direction was the wrong direction. Or was it? One day out of a magical vacation a few years ago, we found ourselves in GPS hell. The GPS was not helping, since every one of her directions led us to another detour, or blocked road, or "no exit" sign. Finally, Steve suggested we just shut her off and stop listening. (Perhaps not as gently as that sounds).
We did it. And what happened? Nothing. We took a few twists and turns, saw parts of the old city, Vieux-Lyon, not meant to be on our route, and eventually, we took a beautiful waterside walk. Then we went on our way. Drove to Beaune. Bought some wine. Went back to our rented maison. Made dinner.
What's the point of all this? It's that few things are as urgent as they seem. It is rarely too late. Any direction can end up being the right direction. So the next time someone is barking directions and contradicting them in short order, switch it off. Step back. Think about the outcome you are really trying to achieve, and head in the direction that experience, understanding, instinct and any material fact (like a compass heading, the sun, or data) tells you is right.
I'm Megann Willson and I'm one of the partners here at PANOPTIKA. Steve Willson and I work every day with clients to help them get answers and to see everything they need to know to make better decisions. And sometimes our advice is to stop asking for more answers, and trust what you've already learned, including the data that's right in front of you. You can also find us on Twitter, on LinkedIn, and occasionally on Facebook.
"Plans don't work out."
"No business plan survives first contact with the customer."
"If you want to hear God laugh, tell her your plans."
Have you heard these? We know we have. Usually from people who don't want to invest the time in putting their plans to paper. Here's what we also know: committing to a direction in writing, clarifies and solidifies your thinking. It lets you get clarity on:
1. Where you want your business or product to go
2. What actions you believe it will take to get there
3. How you want your customers or stakeholders to react
4. A set of benchmarks you can use to measure, adapt, and adjust as you implement
That last part is usually the part that gets forgotten. The plan isn't a stone tablet. Just like the blueprint for a new house is only the beginning of what that place will need to become a home, the plan is a starting place. When you have a bias for action (as I do), it can feel slow, cumbersome, and frustrating sometimes. But it can also provide great clarity as you work through it. Used right, it lets you document your learning as you go. It becomes a body of evidence of your experiments, hypotheses, and assumptions, and it can help build critical thinking and the ability to "see around corners" - keeping you in business for a long time.
I'm Megann Willson and I'm one of the partners here at PANOPTIKA. We work with clients to help them see everything they need to do to make better decisions for their business, so they can find, understand, and keep their best customers. Since 2001 we've helped hundreds of companies with thousands of business challenges, and we can help you, too. What are we seeing? Follow us on Twitter, on LinkedIn, or set an appointment for a no-obligation conversation about what you're trying to solve in your business.
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Megann and Steve, Partners in PANOPTIKA, are working for our clients every day to help them see everything they need to know to make better decisions in their complex business environment.
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