Opinion The science and art of research

By Tom Shepansky

Crafting communication requires left-brain analysis to set up the problem and right-brain creativity to provide a fresh, innovative idea.

Where and how you use research in the process can make a big difference as to whether or not your idea gets talked about by consumers.

In the end, the real measure of success is sales and market-share growth for our clients. Over the past ten years, we’ve proven that our approach has the ability to help our clients raise their brand awareness while contributing to the growth of their business.

Use research for illumination, not justification

We strongly believe in being good listeners. In fact, without a good ear and good instincts, our business can become very formulaic and predictable. Primary research, both qualitative and quantitative, is important to understand the consumer and their connection with our clients’ categories and brands.

We think that research should be used early in the process to help set an insightful strategic direction. In other words, use consumer feedback to help set a clear brand positioning. Often, we’ll test different potential positionings to ensure we land on a strategy that is deeply rewarding and motivational for our intended audience. Research helps us understand the consumer’s mindset and narrow the potential strategic directions to the one that is most relevant.

Once we’ve produced work that meets the strategic direction, we think that consumers can accurately provide feedback to help us refine and “tweak” a finished piece of communication. In some channels of communication, like online, we’re constantly A/B testing to determine which message has the strongest resonance. Again, this is with finished communication that has been crafted and in some cases tested in real time.

The wrong time to ask for feedback

Where we fundamentally don’t think research should be used is at the rough-concept stage. Great ideas are usually great because they haven’t been seen before. They’re fresh and new and surprising. But new ideas don’t always test well, especially at the concept stage. Which is why Seinfeld received the lowest pre-test scores of any show in NBC history. And why Apple Computer never focus tests new product ideas.

At the concept stage, every idea is still in the mixing bowl, and requires great execution to really bring it to life. It’s virtually impossible for a consumer to appreciate the impact of a finished piece by looking at a tight comp or an animatic. It’s like showing someone three recipes for an apple pie— they’ll have a hard time judging the finished product just by looking at the ingredients.

Our business is about taking calculated risks. Developing and executing a truly breakthrough idea requires a leap of faith. It hinges on rewarding the consumer with a message that is clear, relevant, original and truthful. And it takes leadership. Our best clients aim to lead the consumer, rather than ask for their approval. Leadership means being confident, different, bold and original. Ideas based on those values are going to be very difficult to pre-test. But once in market, those same ideas can break through the clutter and create meaningful, lasting impressions with consumers.

In-market measurement is key

Research is critical for measuring brand health and tracking our ongoing performance. We use tracking research to gauge brand and advertising awareness and relevance over time and against competitors. At its best, this research also provides category norms for comparison.

Measurement is key for Rethink because we tie our performance-based remuneration to hard research and sales numbers for each of our retainer clients. This program is called our Rethink Rebate. In short, we put some of our profit at risk, and earn it back based on how well our communication contributes to sales growth and in-market performance. If we’ve thrived during our 10 years in business with this program in place, it’s because great creative does have a great impact on consumers, even if that impact isn’t always mirrored in focus groups. 

Do you agree with our use of research? Are there right and wrong times to get consumer feedback? Do you have any focus group horror stories? Or do you think research is vital— even at the concept stage? We’d like to know what you think and welcome your point of view.

Posted on January 5th by Tom Shepansky, a partner at Rethink Communications in Vancouver.

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