Lisa W. Miller, CSP

Does anyone remember 2008? I was part of the largest layoff in Brinker International’s history (Chili’s) – over 200 people lost their jobs that day, including me. I had NEVER been laid off in my career. It was a shock to my core. But getting laid off WAS THE BEST THING that EVER happened to me professionally. I took the leap of faith to start my company. Sixteen years later, it's going stronger than ever. I honestly don't know that I would have taken that leap - I needed the nudge or push!! For those going through layoffs, know that this too shall pass. Change may be scary, but change could also be exactly what you need.

Today, many companies suffer from "horizontal priorities" in which everything is urgent and need-it-now mindset. First, provide options that may reduce scope and increase speed. Next, try breaking up the deliverables into toplines and final reports to meet short deadlines. I remind stakeholders that the upfront planning of sharpening the objectives and questions yields dividends on the back of the quality of the research. We are not order takers in "Jiffy Research Co" As researchers, we MUST convey to stakeholders that the value of research is "worth it" and to do it correctly. We must take the time and be ok with the time it takes.

After 16 years of owning my own consumer insights firm, here are my best tips when it comes to attracting new clients - 1) you are not "selling" research, you are answers to clients' urgent business questions. Sometimes, it's not a good fit and that's ok. 2) your project fees are based on the value you bring not just the time it takes to do the work (avoid hourly projects if you can) 3) Consumer insights is one of THE most important functions as companies struggle to find growth. You are NOT a "cost" you are a "growth and value creator," never forget that!

In the real world, most experimental design is quasi-experimental, not by choice, but by necessity. When measuring many important metrics such as employee satisfaction, 99% of the time a true experimental setting is far from feasible. Of course, when possible, true experimental design is the superior option. But there is a time, place, and great deal of value in both methods of experimental design, such as choice research like discrete choice or conjoint!

With over 30 years in consumer research, I can tell you first hand that audience is everything. Consumers from different segments respond entirely different to the same content, and it is imperative to build your messaging directly for the segment that you want to permeate. Not sure if you’re hitting your mark? Test it on that specific segment. Get feedback. And test it again. The relationship that consumers have with advertisers has drastically changed, and it’s up to marketers to align their proposition with the demands of the segment they want to reach.

I think it's important to start with the objective of the survey and the audience that you are connecting with. There are some instances in which a simple thank you will work. Yet, the real opportunity is to be able to transition transactional survey takers into more brand fans. Brand fans want to help build your brand. They will share the good, the bad, and the ugly with you. Sometimes, where possible, allowing them to participate in brand experiences is of more value than a $X off their next purchase.