Fuel Magazine 2013 by D&M Research

1 For Brilliant Decisions

WELCOME TO FUEL

...FOR BURNING INFORMATION ...FOR ALIGHTING THOUGHTS ...FOR ENERGETIC ACTIONS ...FOR COMBUSTIBLE IDEAS ...FOR EXCITING RESULTS ...FOR BUBBLING SUCCESS ...FOR BRILLIANT DECISIONS.

We thought it was about time our friends got to know more about the agency they’ve been trusting for so many years. And so we are proud to launch ‘Fuel’, a magazine dedicated to D&M’s take on the world of Marketing and Social Research - profiling our work, clients, and team in addition to interesting findings and news.

Fuel gives real insight to our business, particularly our purpose, research philosophy, values and culture – a lot of which relates to our best asset – The D&M Team.

Why Fuel? – Fuel is how we see evidence based research enriching and informing clients' decisions. More on this later.... Please enjoy.

Keep an eye out for the latest research solutions - showcased in successful collaborations with major brands across a number of different industries.

INTRODUCING OURSELVES

5 A WINNING COMBINATION: 18 • 6 • 150 • 5 • 1500 • 20252

• 18 years expertise in Market Research • 6 Awards • 150 clients • 5 proprietary techniques • 1500 projects • 20252: Our ISO standard

Why we are here?

The What, The How and The Why

‘Fuel for Brilliant Decisions’

We sell success not product. We create knowledge (The What), through the process of the social and market research (The How), but you’re really buying The Why: to increase the odds in favour of the decision maker – YOU.

We wholeheartedly believe that our reason for being is to help clients make better decisions through evidence based research.

Our style ‘The boutique agency winning big agency work’ D&M is boutique and unique. We offer high levels of personalised service with hands on seniors as your thought partners; coupled with the capacity to deliver a full service offer from soup to nuts.

/ D&M Research

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YOUR DECISION OUR REASON FOR BEING WE DELIVER DECISION FOCUSSED KNOWLEDGE INSIGHT ON EVERY PROJECT

ore e ref he mor ht r arc elive reat se Re ld d ust g j t. ou sh han sigh t in

We understand that at the end of every research project lies important decisions.

he g t er n i s tt rea f be & c o n s on I ds on od ecisi turn f d r re nt o s. tte me llar be vest do in arch e res

Research should increase the odds in favour of the decision maker, you!

We then match our approach of data to these decisions. Consistently look deeper into business problems to distill decisions that need to be made on the back of research.

WHAT IS YOUR NEXT DECISION WORTH?

LAST SIGNIFICANT BUSINESS DECISION

In February 2009, D&M surveyed 200 business decision makers (BDMs) across a range of industries and enterprise sizes. The study aimed at understanding the value of decisionmaking; giving it a dollar value.

Respondents were asked in which area (Sales & Marketing, Advertising & Marketing Communications, Operations, HR & Staffing etc) their last significant business decision was made. Overall results showed that around 1 in 3 significant decisions related to Sales & Marketing (18%) or Advertising & Marketing Communications (15%). Advertising & Marketing Communications was

highest amongst businesses with turnover $1m to $5m (24%). Sales & Marketing in general was highest amongst those with $500K to $1m turnover at 29%, followed by those with more than $5m turnover at 18%. Across the sample other key areas were Operations (17%) and IT (15%), followed by Legal & Accounting (9%) and HR & Staffing (8%).

HOW MUCH IS YOUR NEXT DECISION WORTH?

2.4

$806k $552k

$316k $153k -$106k

GAIN to LOSS ratio Average estimated GAIN of good decision Average estimated LOSS of bad decision

Business decision makers were asked to estimate the value of their next big decision, in terms of the likely dollar amount the business stood to gain or lose depending on the outcome. The chart above shows the average “range of risk” by business size, and the gain-to-loss ratio, in terms of the size of gain compared to the potential loss.

THE PRICE OF A BAD DECISION While it’s easy to be focussed on the rewards of a correct decision, making a bad decision was also likely to have a significant financial impact.

Smaller businesses estimated that a poor decision would cost them around $100K, while potential loss for those with revenue over $1m averaged around half a million dollars. For around 1 in 14 (7%), a bad decision could potentially cost the business over $1 million.

-$129k

-$452k

1.4 < $500k (n=94)

1.2

$500k to $1m (n=28)

Making the right decision is likely to really pay off for businesses. Potential good decision gains for businesses were significant, ranging from an average of $150K for small operators, up to over half a million dollars for larger companies.

$1m to $5m (n=34)

1.5 -$549k

$6m to $50m (n=49)

Almost 1 in 10 (9%) put the value of their next decision as having a potential gain of over $1m if they got it right.

GAIN VS LOSS

It is interesting that the size of the potential gain relative to the estimated loss remains similar even as business size increases, except for medium firms with revenue between $500K and $1m. Here average gains are predicted to be more than 2 times that of a loss.

GAIN

LOSS

RATIO

Ad & Marketing Communications

$606k

$255k

2.4

Sales & Marketing

$480k

$209k

2.3

Operations

$451k

$353k

1.3

$366k

$463k

0.8

From the table above, the relative predicted from a good decision against potential losses is the biggest for the areas of Advertising, Sales and Marketing.

GETTING IT RIGHT How can key decision makers ensure they get it right?

Rephrase your marketing or business objectives in terms of decisions.

2. Undertake research to provide evidence. 3. Increase the odds of a better decision.

OUR FUEL For Brilliant Decisions

MIX OF:

• Customised research solutions • Proven record in tracking • Unique and creative proprietary solutions - IM-EX - Ad-SURE - InPRess - MROC

• The best quality of research - A senior and multidisciplinary team - Working partnerships over a decade - Assured through ISO 20252* and QPMR** accreditation

* ISO 20252 is a standard established by the International Standard Organization. ISO 20252 standardises the requirements for market research worldwide, encouraging consistency and transparency in the way research is carried out, and confidence in their results and in their providers. ** The Qualified Practising Market Researcher (QPMR) accreditation scheme is the peak professional benchmark for market and social researchers. It demonstrates industry experience, continuous professional development and education, and requires QPMR members to undertake a yearly renewal process to maintain their accreditation.

CUSTOMISED RESEARCH

- VIGOROUS AND CREATIVE PROBLEM SOLVING IN THE DESIGN OF EVERY PROJECT Customer Segmentation / Integration Studies

D&M is a bespoke research agency, applying vigorous and creative problem solving to the design of every research project, catering for everything from B2B to consumer research.

including analysis and interpretation, to get to the heart of what the research really needs to deliver. Our approach is always about your success and we aspire to be as true a brand custodian as our clients.

From the first project briefing to the face-to-face debrief presentation; D&M’s customised research offering is built upon our design focussed platform, striving to always increase the odds in favour of the decisions that need to be made off the back of the research. This often requires a qualifying approach, sometimes ‘pushing back’ on the brief, and challenging traditional approaches

Customised research takes many forms at D&M, utilising state of the art research methods and techniques – whether it be research archaeology (Qualitative), a head count (Quantitative), an observation (Ethnography) or a conversation (Communities), D&M ensures that your next customised research project will deliver the evidence all good decision making deserves.

Concept Testing/ New Product Development (NPD)

Advertising Research

Purchase Behaviour Studies

Driver Analysis Studies

Brand Health & Equity Studies

Brand Image & Positioning Studies

CASE STUDY

Customised Client: Phone Names, Jack Singleton

PROVING PHONE NAMES ARE EASIER TO REMEMBER THAN PHONE NUMBERS

THE NEED FOR RESEARCH: Phone Names claim that a phone name is easier to remember than a phone number because a customer simply dials the name of the company they’re looking for using the letter on their telephone keypad, e.g. 1300 FOXTEL, instead of 1300 369 835. Although this claim appears to have face validity, it had never really been tested and quantified in a controlled research environment.

THE METHOD

THE RESULT

Phone Names commissioned D&M Research to test the veracity of this central claim, using an experimental matched-sample approach in an advertising setting. One sample saw the phone name, and the other the phone number, in a clutter reel from which they were later tested for ‘number’ recall.

D&M Research ultimately demonstrated consumer preference for phone names over phone numbers, with research finding phone names to be at least 5 times more memorable than phone numbers. After incorporating the results into sales presentations, sales conversion rates increased from 8 per cent to over 20 per cent.

From the client, Jack Singleton

“The best ad for our company’s product and services is the D&M Research report. Rather than pull out the graph and stats that serve us best and put them in a fancy brochure – we simply hand the entire D&M report to potential clients: the truth, the whole truth and nothing but the truth. Unusual concept for advertising but we find it works”

For Brilliant Decisions

TRACKING RESEARCH

- CREATING A TOOL THAT YOUR BRAND LIVES AND BREATHES ALL YEAR ROUND

1 x per annum

Your tracking research deserves more than an off-the-shelf solution that better suits the big agency than the client. Sure you can access benchmarks and some fancy tools, but does it get to the heart of what tracking should be about? i.e. creating a tool that your brand lives and breathes all year round by measuring your brand positioning and brand health, in your category against your KPIs.

Category Attitudes/ Behaviour

Our Tracking Philosophy

Our Modular Tracking

Our Tracking philosophy is focused on flexibility, innovation and client customisation. We avoid the production of mountains of mind numbing metrics that make better door stops than brand health reports. Our approach is very much grounded in your needs. We like to kick off with a workshop to review past efforts along with current and future requirements. We listen to your wish list, make some suggestions based on our experience, and together create a laser-focussed tracker. This approach ensures we get the information that matters to your brand, so you can make your decisions with confidence.

One very popular approach to brand tracking is our modular tracking product. This approach ensures that you only measure what you need in your core brand health and then devotes the rest of the study to a specific focus or need. This could be an evaluation of recent marketing communications, an analysis of category drivers or an understanding of how your brand is currently perceived or positioned. This not only enables you to time your research to your marketing activities but also can eliminate the need for additional ad-hoc research.

Most of our trackers have segmentation integration as standard and are reviewed regularly by D&M and the brand team to ensure that we continue to deliver. Make your tracker budget work harder.

Every Wave

Brand Health Key Metrics

1 x per annum

YOUR BRAND

Brand Drivers/ Imagery

Brand Communications Evaluation

1 x per annum

CASE STUDY

Tracking

Client: Interbrand, Andrew Yeoh

MEASURING AND TRACKING THE VALUE OF A BRAND'S ASSETS

THE NEED FOR RESEARCH: Interbrand was commissioned by a national health fund to revitalise the brand, including the introduction of new brand assets and the retirement of existing ones, including a very well known slogan and jingle. Given the iconic nature of the existing brand asset suite, Interbrand needed to take stock of the value of the existing assets and track the transition through the introduction of the new ones as the heritage assets were phased out. Interbrand approached D&M to build a tracking study to measure and track the assets throughout the transition period spanning more than 2 years.

THE METHOD

THE RESULT

D&M reviewed existing Interbrand models of brand attachment and connection, and built research techniques that could benchmark and measure the value of the assets. The research used a combination of techniques from various disciplines, including free association and recognition, crowd and predictive theory. The survey itself employed a number of innovative approaches including a share game and a multilevel asset recognition task, along with more traditional rating and ranking tasks.

The research benchmarked the value of the existing brand assets, and was then able to show movements in the relative values of both the heritage and the new assets as they were introduced into the market. The study was not only able to assess the assets in isolation, but also in combination, revealing the interaction affects on the assets and their value. This gives not only assurances to the client during the transition phase but also key insights to optimise the assets, suite and their introduction.

The IM-EX

Polygraph

A new way of classifying drivers

IM-EX, The science of attraction IM-EX Stands for Implicit-Explicit. IM-EX is a proprietary technique which defines and compares consumers' implicit and explicit drivers of attraction toward a product, service or people in order to develop better strategies to target them.

The technique has its heritage in the pioneering work of Derek Jones in the area of opposite sex attraction, which compared what people say they want (or don’t want) to what they are actually attracted to (or not attracted to). These studies have been showcased at two national conferences (AMSRS) through “What women really want from men” and “What men really want from women” studies, one of which has received three awards and both of which have received extensive attention in the press.

IM-EX: Compares stated versus derived measures of importance and plots them against each other, to discover not only a hierarchy of what matters, but also a classification of drivers by looking at the gaps between the two.

2 1.5 1 0.5 0 -0.5 STATED

-1

DERIVED

IM-EX provides us with a completely new way of classifying drivers which actually turns out to be very useful in the real marketing world. Consider this: Which product / brand in the market place can deliver on everything that is important and nothing thatâ&#x20AC;&#x2122;s not: Is perfection a realistic and even sensible product aspiration? Most product offerings are going to be strong in some areas and weak in others, and consumers generally trade-off between what they are looking for functionally against the emotional benefits, the price and what using the brand says about

-1.5

them etc. They are not necessarily expecting perfection! This is where IM-EX can be helpful because it reflects the state of things in the real world of consumer, brands and marketing. So rather than enlighten us on the ideal and the potentially difficult mission of delivering our products and services to this standard, instead, it can tell us where we must deliver and how we can delight, but also where our consumers may be willing to compromise and tolerate. The same goes for attributes that detract. A graphical representation of how IM-EX classifies drivers is shown on the next page:

Creating the polygraph 1.

Plot stated by derived on a spider chart.

2. Ordered by magnitude of stated importance. 3. Look for areas that align: potentially key attractors and detractors. 4. Look for the difference between what they say they want and what they are actually attracted to - vice versa. 5. Those higher on the derived could reveal what we really want but donâ&#x20AC;&#x2122;t necessarily articulate!

The IM-EX

Polygraph

Classification of drivers ATTRACTORS: What X wants

DELIGHT

UNDERSTATED Less spoken attractors, potential to delight

COMPROMISE

OVERSTATED Ideally want but will compromise

CORE ATTRACTORS

ALIGNED What they say and do, must deliver

What X wants from Y* *Where X=consumer & Y=product/service

Attractors are classified into:

Product or service aspects that we simply must have.

2. Product or service aspects we would like to have, but may be willing to compromise on if other benefits are present. 3. Product or service aspects that we may not even be able to articulate, but will delight us if they are present.

DETRACTORS: What X doesn’t want! UNDERSTATED More of a detractor than willing to say, potential to disgust

DISGUST

OVERSTATED Not as bad as they say, will tolerate

TOLERATE

ALIGNED What they don’t want and don’t do, must avoid

CORE DETRACTORS

Detractors can similarly be classified into:

Product or service aspects that we simply do not want to have.

2. Product or service aspects we would rather avoid having, but may be willing to tolerate, if other benefits are present. 3. Product or service aspects that are even more of a turn-off than we are able to articulate and are therefore deal breakers.

CASE STUDY

IM-EX Polygraph Client: Fox Sports

THE NEED FOR RESEARCH: Create a blueprint of what makes a great Rugby League presenter / commentator.

Specifically, which presenter qualities are: â&#x20AC;˘ 'must have' versus just 'nice to have' â&#x20AC;˘ 'must avoid' versus 'not nice to have'

THE METHOD

THE RESULT

Fox Sports' interest in the project had been piqued by the IM-EX Polygraph technique showcased through the "What women really want" and "What men really want" studies. The challenge was to go beyond viewer rationality to reveal the true tapestry of what makes a compelling league presenter, commentator, or panel.

The study created a blueprint for what makes a quintessential presenter and panel, building on existing intelligence within Fox Sports. D&M also provided profiles of both Fox Sports' and rival networks' talent, creating a foundation for talent strategy and optimisation for the 2013 season.

The research was a two stage study, firstly discovering the relevant attractor and detractor attributes through traditional focus groups in the league heartlands of Sydney and Brisbane. This was followed by a national online quantitative stage among NRL fans, to deploy the polygraph - comparing what viewers said they did and didn't want to the attributes they associated with their fantasy and reject panels.

A word from the client, James Yee

“I was completely satisfied with D&M’s overall service, advice and results, which exceeded my expectations a lot. They delivered very good client servicing throughout and after the project. The professionalism and in-depth involvement with the project through every process gave me peace of mind that the project was in good hands. And very importantly, there were no hidden costs!”

For Brilliant Decisions

Ad-SURE

Fuelling better ads DOES THIS SOUND FAMILIAR? You’ve got three ad concepts and need to decide which one to make. Everyone’s got their view on the best one but you just want to be sure.

Ad-SURE is the ultimate research tool for selecting and strengthening the right ad concept for your next campaign. The objective of Ad-SURE is to effectively choose the strongest concept in terms of its underlying insight, its believability, relevance and likely lift in propensity to consider the product, service or offer. •

Ad-SURE finds the strongest concept - It is not about saying which is a pass and which is a fail

•

Ad-SURE helps you make it better - we aim to optimise the best concept not kill it

•

Ad-SURE works at the early stage of the execution – It does not need completed executions

•

Ad-SURE is affordable

How does it work? Ad-SURE brings the best of ad pre-testing and diagnostic metrics together into one simple research package – without the big price tag. It’s designed to test up to 3 ad concepts side by side. Ad-SURE uses Cognitive Response Analysis to decipher how the concept is working at a cognitive level (thoughts & feelings), combined with classic ad diagnostics such as likeability, relevance, cut-through, & brand-fit, to create a whole picture of which concept is the strongest. Add in brand relationship measures such as awareness, consideration, trial and usage, and the impact of the concept can also be evaluated at a retention versus switching level.

Cognitive Response Analysis asks respondents to tell us what they are thinking and feeling while they are watching the advert, and are then asked to tell us whether each response was either positive, neutral or negative. Responses are then coded into either executional or message takeout and collated to represent all cognition (thoughts and feelings).

‘WHAT WERE YOU THINKING & FEELING WHILST VIEWING THIS AD?’ ‘WAS THIS POSITIVE, NEGATIVE OR NEUTRAL?’ The question is asked immediately following the viewing and is intentionally non-specific.

INNER PIE:

OUTER PIE:

60% of all thoughts & feelings pertained to Message, while 40% pertained to Executional aspects.

Message and Executional aspects are then broken down further into POSITIVE, NEGATIVE and NEUTRAL. Execution: 40%

Negative: 26%

Message: 60%

Neutral: 8%

Positive: 6%

Positive: 44%

Negative: 8%

Neutral: 8%

This example shows what the take-outs are in terms of Message and Execution and how the respondents felt about the overall material.

Higher message take-out (60%+) means respondents are processing more beyond the executional aspects, whilst higher Execution takeout (60%+) might be indicative of noticing more executional elements, which may be distracting from the intended message.

Full Diagnostics then asks respondents to rate each concept on a number of attributes which are tailored to your particular campaign but generally include; Likeability, Brand-Fit, Cut-through, Comprehension, Wear-Out , Relevance, and Propensity-Lift, Main Message etc.

Believable • I liked this TV ad • Easy to understand • Along with the cognitive response analysis, a picture of the best concept and how to improve it is obtained.

Feel good about Brand • It suited the Brand • More likely to consider • For people like me •

Concept A

It grabbed my attention •

Concept B

Think differently about Brand •

Concept C

Relevant to me • Irritating after a while • • 1

• 2

• 3

• 4

• 5

“Just wanted to say a massive thanks for all your hard work on the research - you did an amazing job! We’re full bore ahead with production atm.” “As someone who was advocating focus groups at the very start of the process, I’ve been very impressed with what you’ve delivered.” — Western Union

— LOUD

CASE STUDY

Ad-SURE Client: LOUD

THE NEED FOR RESEARCH: LOUD's client is in the international money transfer business and needed to be able to reach its target of migrants and expats living in Australia with frequent fresh and insightful TV campaigns. LOUD brought to the table three campaign ideas based on different consumer insights and benefits. The challenge was to select the best ad based on its ability to engage and motivate the target in the market place. Rather than rely purely on their own experience and expertise, LOUD engaged D&M to choose and optimise the best concept over a number of campaigns.

THE METHOD

THE RESULT

D&M used Ad-SURE to not only select the strongest concept, but to optimise it further. The technique used animatic versions of the three concepts to test in an online study with n=300 target consumers. We used a combination of cognitive response and traditional diagnostics to decipher, diagnose and then decide which concept to take through to production.

We identified the strongest concept based on message processing, propensity lift and traditional diagnostics like likeability, believability, relevance, cut-through and brand-fit. In addition, the research identified executional tweaks ensuring that even the strongest concept was optimised when it went into production. This resulted in a successful campaign building on the creative and strategic inputs of LOUD.

A word from the client: Lou Petrolo For Brilliant Decisions

“LOUD really values their partnership with D&M, having worked together on numerous occasions to test creative concepts. We rely on D&M’s professionalism and experience to ensure that our client’s target audiences are engaged with messages that will produce effective campaigns. In the case study, D&M’s advice was crucial in applying the appropriate research method to identify the strongest concept for production. And their recommendations were proven right – LOUD was able to make an informed and accurate decision, that produced the best campaign for their budget, with successful and satisfying results.”

InPRess FUEL for NEWS

D&M understands the power of PR and how it can create great exposure and reach for a brand at a fraction of the cost of traditional advertising. Creating a great PR campaign though, requires a story that is engaging to both journalists and consumers. This means having new

and engaging content which can sometimes be hard to generate. Using research to create great PR stories has long been a preference by PR companies and their clients and journalists and the broader press usually love it because it is based on facts.

TOP 5 TIPS FOR PR RESEARCH 1.

Make sure the research findings have some relevance to your category.

2. Make sure the topic and tone of voice fits your brand. 3. Don’t be afraid to be off beat or quirky – something that will get journalists' attention and be of interest to the target consumer. 4. Start with some hypotheses about what type of results would be interesting then formulate your questions from there.

5. Ask too few questions and journalists won’t publish – they need some meat on the bones – ask too many questions that will kill the budget so a balance is required.

InPRess is a PR-inspired research product to ignite your next campaign with consumer insights from a national survey that won’t break the budget. Not only do you get budget-friendly research to support your campaign, you also have the option to leverage D&M’s name as a well-known and independent agency who undertook the research. We deliver results in a succinct press release style Headline Report outlining the key story and supporting facts ready for you to find the best angle for your campaign.

WHAT’S IN IT FOR YOU? •

Create questions directly relevant to your campaign & scale according to your budget.

•

Get expert advice on design, question development and data analysis.

•

Access a nationally representative sample, accredited sample source and robust sample sizes (starting from n=300 respondents).

•

Includes 2 screening questions relating to your client’s product or category (e.g. Grocery Purchases; Financial Products Held; Appliances Owned).

•

Plus 8 standard demographics to tell your story: - Age - Gender - Area - Education - Work status - Occupation - Income - Household type

•

Packaged with advice from a senior research consultant to “find the story”.

CASE STUDY

InPRess

Client: Klick Communications

THE NEED FOR RESEARCH: Klick Communications' client is a national hotel chain that wanted to market end of week ‘pamper packages’ to women and their friends aged 25-34. They theorised that women spend less time, money and energy when preparing to go out with their girlfriends than when they go out on a date, even though many have known their girlfriends longer than their boyfriends or partners. The research was also aimed at understanding how important girl time is, and why pregirl time preparation seemed to be reserved only for special occasions.

THE METHOD

THE RESULT

D&M used the InPRess method for this research. 300 Australian women aged 25 to 34 completed a 5 minute online survey about how they spend their free time: if they spend more time and money getting ready for a boy date rather than girl time, and what do they think gets in the way of quality girl time.

The research revealed that despite the fact that 68% of women in the survey had known their closest girlfriend longer than their boyfriend or partner, they will nearly always place a higher priority on seeing their male partners when they have free time. Using the headline “Women sacrificing lifelong female friendships for the men in their lives”, Klick created a PR campaign aimed at inspiring women to get together and reconnect with their BFFs while marketing the hotel’s ‘Get Polished’ deal, encouraging women to take up the package.

35 For Brilliant Decisions

MROC

Engagement Fuelled Communities

Online research has had a phenomenal impact on our industry, particularly in the quantitative space, where permission based panels have not only reduced the cost of primary data collection but made research more accessible to a wider range of clients. D&M was one of the first agencies to embrace the new technologies with our very first online survey in 1998 and our first online focus group in 2002. It’s hard to believe that in the space of a few short years we are already referring to these methods as Traditional Online Research. So what’s next? The answer is MROC.

What is MROC?

MROC stands for Market Research Online Community. So what is

MROC? It's a type of online research community where a targeted group of people are recruited to take part in daily, weekly or monthly research activities around a shared topic of interest, such as a product or category.

Those familiar with the term 'online community', would know that they have usually been built for the purpose of marketing or customer loyalty. Now they are being built specifically for the purpose of market research. Imagine a Facebook or LinkedIn group with additional functions like the ability to run quick polls, moderate discussions and forums with all or just some members; run simple and complex surveys and/or just listen to peer to peer discussions about your product or category. All without the privacy, security and data ownership issues of Facebook. That’s MROC.

Here are 10 things you should know about MROCs:

1. Purpose built closed online community of people (clients, customers, prospects, general consumers) used primarily for qualitative research purposes but also for quantitative research, depending on size. 2. Usually themed around a specific product (branded) or category (unbranded). 3. Can be built for the short (3 months) or medium term (6 months) but are best built for the longer term (12 months plus) to really pay off. 4. Provide real time access to research respondents – they are always on and so can be used to respond quickly to any marketing intelligence requirement.

5. Include active facilitation by researchers (Community Managers & Moderators) and activities designed to engage members in order to elicit insights on the issues that clients want to explore.

8. Designed to deliver research value to clients â&#x20AC;&#x201C; i.e. you can run a structured and/or a focused research agenda in a faster, continuous and much more cost effective manner.

6. Use a number of different types of direct and indirect incentives for member participation â&#x20AC;&#x201C; not all activities require an incentive and not all incentives need to be financial.

9. Definition tend to be less representative of the general population but offer convenience and speed as their two main advantages.

7. Platforms usually include both elements of Social Media (Likes, Chat, Messaging, Video and Image Posting etc) and Market Research (Discussion Forums, Polls and Surveys).

10. Require a fair bit of financial and time commitment especially at the building stage because they rely a lot on communication and engagement between members and moderators, but can really pay off.

D&M’s approach to MROC

D&M is again at the forefront of embracing and developing this exciting new research method. We built our first community back in 2009 and now offer a highly consultative and flexible approach to MROCs for clients.

Some advice we give clients interested in their own research community include:

1. An MROC needs to benefit you the client – there is no use replacing traditional and online research methods with an MROC unless you have a specific need for ongoing research.

2. An MROC will suit a client who has high level of research needs whether it is monitoring performance, innovating and/or test new product developments.

3. Sourcing members and building your MROC is the most challenging part of the process, be patient and innovative in how you develop your acquisition strategy.

4. MROCs need regular engagement which means reaching out on a regular basis. Activities need to be planned even outside the research activity periods to keep members engaged.

5. MROCs need refreshing – there will always be some sort of attrition with a permission based community like an MROC. These need to be topped up continuously to maintain numbers and keep the community fresh.

An MROC can bring great benefit:

1. An MROC provides real time access to your clients and prospects – it’s always on and there for you so it’s faster and can cut your research cycle down significantly.

2. An MROC over the course of time can be significantly cheaper to running ad-hoc focus groups and surveys – it’s your panel so you are saving on recruitment, travel, venues and more.

3. An MROC brings LISTENING in addition to ASKING to the research paradigm. Your MROC can act as a sort of 24/7 listening post which can bring new insights not previously found in point-in-time studies.

4. An MROC brings the ability to innovate, test and fail fast at a fraction of the cost of traditional research techniques. A common scenario is the ability to test 10 new products / ads or other concepts with a smaller group of people – eliminate a majority quickly and then refine and test a smaller set of say 3 concepts either with the larger community or a traditional panel.

5. Finally an MROC can be used to collaborate with members on new product and communication ideas.

Setting up an MROC requires planning and persistence – here are some of the steps we take at D&M to ensure you have a successful MROC

1. Planning – what type of community do you want? - Branded (product based) or unbranded (category based). Who will qualify for the community? How long will the community run and how will it look and feel? D&M can work with you to ensure that your planning upfront pays off.

2. Platform – there are a lot of platforms out there for MROCs, each with their features and costs. Understanding what you want to get out of your MROC is critical to which platform to use. D&M is not tied to any one platform so can provide advice on which is best for you.

3. Recruitment – Once we know who you want in your community we can go about the business of recruiting respondents. Respondents can be recruited from a number of sources including customer lists, social media pages, direct campaigns, panel aggregators etc.

4. Building – the first few weeks of an MROC are critical and our moderators work hard to ensure that every contribution and interaction is nurtured and leveraged. Members are encouraged to participate and complimented when they do, either through public praise or a direct reward. Creating advocates for the community is essential to its success as these eventually develop into community elders who will help the community flourish and grow.

5. Monitoring – Our Moderators generally drop in to the community on a regular basis to check what’s been happening and to kick start conversations between members and keep them engaged. Part of this process is the listening and learning – and looking out for relevant user generated content which can be fed back to you on a regular basis.

6. Start Researching – once a community of even a few hundred is built you can start more formal research activities such as bulletin board style focus groups, forums, posting, polls and surveys. MROCs are not for all research buyers but provide an exciting and valuable approach to research that is different to anything we have seen in the past.

CASE STUDY

MROC

Client: The University of Sydney Union

THE NEED FOR RESEARCH: The University of Sydney Union (USU) conducted research with D&M in order to explore various aspects including how USU performs against an “ideal” university union, and also to understand the different types of students based on attitudes to university life & studying and relationship to the union. In 2012, USU wanted to build further on this, and so research in multiple stages would be needed to gain deep insight into this area of interest, including qualitative and quantitative. A method of student recruitment was needed in order to obtain particular student types.

THE METHOD

THE RESULT

MROC was the most beneficial tool for USU’s needs, as not only did it deliver the core need of recruiting students, students would also be opting in to an online community where they could partake in daily, weekly or monthly research activities around a shared topic of interest. This would also serve as a platform to keep students engaged with the USU as well as generally keeping in touch with their classmates. The MROC has been created among the University of Sydney students for the last 4 months and will continue throughout 2013.

The online community delivered on the students requirements with ease, and now continues to grow week by week, giving USU a solid element for any quick decisions they need to make. Among other things, USU has used this community to help them successfully decide on new print ads that would be implemented in 2013 around campus.

41 For Brilliant Decisions

A word from the client: Alistair Cowie

â&#x20AC;&#x153;In terms of recruiting members, engaging with the community and informing decision making, I cannot underestimate the potential value of our work with D&M. The development of an MROC (The USU Hub) is a godsend to our organisation. Its impact was felt immediately and deeply; and its ability to provide input across all aspects of the organisation has been nothing less than revolutionary.â&#x20AC;?

THE SCIENCE OF ATTRACTION

‘It is often argued that we cannot always introspect and articulate what motivates us to think and behave in certain ways; It follows, therefore, that we may not be able to accurately articulate what it is that attracts or turns us off in a potential life partner'

We decided to explore this notion amongst women and men by using a technique of comparing a stated versus a derived “attractive” measure to reveal discrepancies in what women and men say they want (or don’t want), and what they are actually attracted to (or turned off by).

Marketers also have the difficult task of anticipating what will attract consumers to a product or a brand. But what if the attraction attributes don’t match the product/brand features?

How can you sell an expensive diesel in a busy capital city where the most important criteria might be the price, environmental concerns and ease of parking?

Although this is a story about love, lust and disgust, it is also a story of discovery and how we found a new way of investigating that all important question: what makes people choose one brand over another?

Understanding what drives brand choice and how your brand and competitors perform against what matters is surely important for brand strategy development.

Derek Jones, D&M Research Managing Director shares with us the results of its awards winning research: ‘What Women Really Want’ and ‘What Men Really Want’...

THE RESEARCH: what women really want from men but won't necessarily tell you The main premise of the research was to look at the difference between what women said they want from men versus what they really want as measured by what they are actually attracted to. The paper was a bit of a sensation at the time and the mainstream media loved it too. Some 21 articles and broadcasts were generated.

I have called this technique the 'Polygraph’ method which falls under our IM-EX (Implicit - Explicit) suite of techniques because it compares a stated versus a derived measure of attractiveness.

The first step was to undertake an archaeological dig - which is about finding out what all the possible ‘turn-ons’ and ‘turn-offs’ might be when women look at us men folk! This involved asking 2850 women a series of four open-ended questions, including what women consider the most important attributes they look for in a male partner, and who in the public eye they thought might fit this description. The dig also asked the contrary question in terms of what women don't look for and who fitted that bill in the public eye.

The responses were then distilled by our qualitative team, to create a list of 30 attractors (‘turn-on’) and 30 detractors (‘turn-off’) statements for testing in the next stage. These statements covered a broad range of qualities like ‘He is kind and caring towards others’ and ‘He takes good care with his personal hygiene’. This ‘dig’ was followed up with a ‘head count’ involving a national online survey of 2599 women, in which we compared what women say they want to what they are actually attracted to. And this is where it gets interesting.

The most mentioned attractors

The most mentioned turn off

according to women

What about men? We used the same technique for men. There were more attributes tested (80 in the men’s study

compared to 60 in the women’s) and the end result was less polarised responses.

The most mentioned attractors

A total of 2009 men of all ages were recruited.

The most mentioned turn offs

DERIVED:

STATED:

Women’s ideal partner Hugh Jackman topped the list of most attractive public eye candidates, closely followed by Johnny Depp, while Sam Newman and Tiger Woods were ranked the least attractive. The fact that Tony Abbott made the bottom 10 delighted the fourth estate.

‘Central to this study is the finding that despite what women say, you cannot underestimate the power of physical attraction; including sexual attraction, good looks and masculinity,’

Most attractive public eye candidates

Public figure with ‘turn-off’ attributes

Men’s ideal partner In the ‘What men really want’ study, Jennifer Hawkins topped the list of most attractive public eye candidates, followed by Natalie Portman and Megan Gale; while Pauline Hanson was ranked least attractive, followed by Amy Winehouse and Julia Gillard.

Despite an obvious desire to show political correctness, the primal truth unveiled itself with the top areas of delight being “She has nice boobs and bum”, “She’s focussed on fashion and her appearance” and “She’s sexually attractive”.

Most attractive public eye candidates

Public figure with ‘turn-off’ attributes

It was a bit surprising to discover the similarities between women’s and men’s worst public figure profile; starting with our 2 political leader opponents: Julia Gillard and Tony Abbott. Politicians did not rate well in either study. It can be concluded, based on both studies that Australian politicians are not considered highly attractive as potential life partners.

LESSON OF LOVE FROM RESEARCH At the heart of it women want a loving, respectful & caring guy, who she can trust & who also has a good sense of humour. Men too want loving but packaged in a woman who reflects her attractiveness in her smile & eyes, supports him, is down to earth & doesn't mind trying

new things. Women are willing to compromise on a man’s status (job, education, work ethic & confidence), while men will compromise on a women’s independence & confidence (education, financial independence, confidence & personal appearance).

LOVING & CARING

Delight

STATUS

• Sexual attraction • Good looks • Masculinity • Shared interests & values

• Great boobs • Nice bum • Fashionable • Sexual attraction • Similar interests

• Steady well paid job • Confident • Hard-working • Well-educated

• Well educated • Self confident • Financially independent • Personal appearance

• Love & respect • Honesty & trust • Caring & good relations • Sense of humour

There’s no denying though that for both sexes, physical attraction trumps. Women are more attracted to good looks & masculinity, while men are more specific focussing on women’s physical assets; boobs, bums & how they are presented. Compatibility also understated shared values & interests for women,

• Love & supportive of me • Down to earth • Attractive smile / eyes • Adventurous / new things

while for men it was more about shared interests alone. When it comes to ‘turn-offs’ though the genders are probably further apart. At the heart of it women just do not want inconsiderate men who break promises, while for men it’s all about negativity and not caring

See the presentations on YouTube

What Women Want

Core Attractions

ATTRACTION & COMPATIBILITY

What men want!

Compromise

What women want!

What Men Want

SEXY & COMPATIBLE

INDEPENDENT & CONFIDENT

GOOD SORT

about herself. But we will tolerate perceived negatives in our partners. Women are willing to tolerate some self-centeredness, while men will tolerative a bit of bossiness and forgive some vices previously stated as unattractive (like smoking and being fake).

INCONSIDERATE

• Miserly • Inconsiderate • Breaks promises • Doesn't get on with F&F

And then we have areas of disgust for which both men and women understate: For women, it's poor condition both socially (no sense of humour, poor social skills, different values) and physically (poor shape or just

Disgust

SELFCENTEREDNESS

• Self centered • Controlling & possessive • Addictions • Only looking for sex

• Overweight • No good in bed • Talks too much • Unattractive voice • Physically unattractive • Addictions • Extravagant / Wastes money • Smokes • Fake • Controlling & possessive

BOSSY WITH VICES

• Poor hygiene • Unattractive personality • Negative / No passion • Ignorant, superficial & boring

NEGATIVE & DOESN'T CARE

Core Detractors

CONDITION

• Different values • Physical detractor • Poor social skills • No sense of humour • Poor physical condition

What men don't want!

Tolerate

What women don't want!

something about your appearance she doesn’t like), while men it’s unsexy and repulsive which includes being overweight, talking too much and being no good in bed. So yes thankfully there are similarities (if not with nuances) in what the genders really want and don’t want,

UNSEXY & REPULSIVE

but there is also a web of complexion when it comes to specifics and what we are willing to compromise and tolerate, and be delighted or disgusted by. Maybe it’s true as John Gray purports that men really are from Mars and women from Venus!

IM-EX, A NEW WAY OF CLASSIFYING DRIVERS FOR ALL PRODUCTS Rather than enlighten us on the ideal and the potentially difficult mission of aspiring and delivering our products and services to this standard – IM-EX instead can tell us where our consumers may be willing to compromise and tolerate – giving us a whole new area to play in terms of positioning and marketing communications.

Let’s come back to our initial example on page 43. The expensive diesel has probably shown to have good potential even in busy capital cities because consumers may be willing to compromise on the pollution issue of the diesel engine if they can spend less on petrol. They may also tolerate to pay more for best warranty or for social appearance reasons.

IM-EX has already been used to analyse the consumers’ attraction to many other products, including vegetables, TV stars and service providers. Read more about IM-EX on page 20

SAYING IT Phone Names, Jack Singleton I give it (report) the highest endorsement! Not only do I love it, the phone name businesses I deal with in the UK and USA think itâ&#x20AC;&#x2122;s the best piece of phone name research they have ever seen.

CEREBOS, Lindy Hickey On behalf of Cerebos, I would like to thank you and all the team at D&M who have worked so hard in helping us solve segmentation. This issue has been on our agenda for 4 plus years now and finally it has been very successfully achieved and delivered.

The best ad for our companyâ&#x20AC;&#x2122;s products and services is the D&M Research report. Rather than pull out the graphs and stats that serve us best and put them in fancy brochures - we simply hand the entire D&M report to potential clients. The truth, the whole truth, and nothing but the truth. Unusual concept for advertising but we find it works.

U n i ve r s i t y of Sydney Union, Rosemary Marin D&M Research were excellent to work with. They understood and delivered on every aspect of our brief. D&M were proactive and extremely professional throughout the project and provided us with compelling insight which the USU could action.

LIKE IT IS Ambius, Anne Briggs They deliver. They handled the job professionally, made it easy for me, had clear communication and on time results. They have friendly, helpful staff and communicate well. You have access to senior, experienced staff. With other agencies, and as we are a small client, we often get initial presentation by senior staff then handed over to junior staff on account. Access to more senior staff gives me more confidence that we are receiving quality insights.

Fox Sports, James Yee I was completely satisfied with D&Ms overall service, advice and result, which exceeded my expectation a lot. They delivered a very good client servicing throughout and after the project. The professionalism and in depth involvement with the project through every process gave me peace of mind the project was in good hands. And very importantly, there was no hidden cost!

MEET THE TEAM

DEREK JONES

CATHERINE HUNTINGTON

Managing Director B.Sc (Psychol). Hons QPMR

Derek is the Founder and Principal of D&M. In addition to his stewardship of the company, Derek maintains an active role in providing research services, bringing a wealth of experience and knowledge in advanced research methods to both D&M and its clients. He has developed 5 proprietary techniques Derek is actually a great presenter of research findings and is often quoted and interviewed in the press. Derek is a successful competitor, who won the Best Presentation by The Peoples Choice Award at the 2010 AMSRS and has recently received the award of the CEO of the year from The Executive Connection (TEC). “I love the variety of working on different categories and challenges every day and seeing how our work impacts the success of our clients. I really love problem solving (my son says he wants to be a fixer like me), which is great because I really need to be in my roles as both Researcher and MD”. Derek in another life would have been an Architect, Interior Decorator or a Musician FUEL: Always has a new inspiration after a 2k swim.

EVELYN COLLESS

Qualitative Research Director

Senior Analyst

B.A (Hons)

B.A (Psychology & Statistics)

Evelyn’s psychology and statistics background provide a perfect basis for the role of a research analyst. Evelyn has been with D&M since 1998, and is responsible for Internet programming and data analysis in Surveycraft, always ensuring the highest quality design goes into field. “I enjoy working across a broad range of products. I love solving tricky programming issues, and get a weird kick that only other programmers would understand, when I solve a complex problem. I love that in programming there is clear ‘Right’ and ‘Wrong’. Black and White. Outside of the research the thing I am most passionate about is reading. I read everything in print around me, from the Cornflakes box to car number plates. If there is text, I read it. To be honest, it’s exhausting. If I wasn’t in research I would most likely be a programming nerd of some other type. Or maybe a professional Snow Boarder……..no, a librarian”. FUEL: Evelyn is an endurance cycler…even with a basket bike.

Catherine heads D&M’s qualitative offering, having worked in market research for over twenty years. Catherine has extensive experience in consumer and business-to-business research, mainly as a consultant but also as a research manager. During her career, Catherine has worked in a range of markets such as finance, FMCG, building products, government departments, OTC pharmaceuticals, motor vehicles, charities and educational institutions.

“I work in market research because each project presents a new and different challenge. I love getting inside people’s heads and understanding where they’re coming from. If I wasn’t in research I would most likely be an academic, journalist or publisher. Outside of the research the things I am most passionate about is my daughter and literature and the arts generally”. FUEL: Her daughter, literature and art.

MEET THE TEAM

LOUISE JONES Financial Controller

KATIE ARMIT

B.Soc. Science

Research Project Manager AMSRS Member

Katie began her Research career as a field supervisor and then, Manager for Ekas, were she was responsible for overseeing all field aspects of a broad range of projects including phone, face to face and recruitment. In 2007, she joined D&M to start her career as a researcher. Katie now manages research projects for D&M and leverages her strong field credentials. “Having worked with D&M for many years as a preferred field supplier, they were the obvious choice for a challenging and new pursuit”. FUEL: A well balanced mix of Tudor history, sci-fi and bonsai.

TIFFANY THAM Research Project Manager

Louise has been involved with D&M since its inception and is thus involved in a number of roles for the organisation including administration, finance and research. Louise recently received the University prize for coming first in Social Science at the University of NSW.

B.A. B.Bus

Tiffany joined D&M in late 2009 after undertaking an internship to sharpen her research skills. In 2010 she was promoted to Research Executive.

“I am passionate about research and in particular social research where I did my formal training. It’s an exciting and interesting industry and one I am very happy to be a part of”.

She is currently responsible for all aspects of research including research and questionnaire design, report writing and the delivery of client debriefs.

FUEL: Getting positive energy from Iyengar Yoga and big laughs from her daughter’s Facebook posts.

Tiffany is also making a contribution to the industry by being a committee member of the Young Researcher Group. “With projects conducted among many industries, going to work feels like walking into a world of valuable knowledge and high importance, with many of my skills acquired by my mentor, Derek Jones. If I wasn’t in research, I would most likely be a primary school teacher, or perhaps involved with interior design”. FUEL: Expert in the art of Origami after an inspiring trip to Japan; and nieces’ smile and cheekiness.

LESLEY ALLAN

SUSANNE CAMPBELL

Research Co-ordinator

Research Coder

DORIS DUNON Lesley joined D&M in 2012. She worked as a Telephone Centre Manager for over 8 years in the UK, running international, business and consumer projects. She is currently in charge of providing logistic support to all research projects. “My day is so varied, learning new techniques and assisting with the coordination of projects and the office, which I love, it’s great working with such a friendly dynamic team. If I wasn’t in market research, I would love to be a professional athlete or a private investigator”. FUEL: Running marathons; dancing; hanging out with her 8 year old son.

Marketing & Sales Manager MBA

Doris joined D&M in 2012, after having moved to Australia from Martinique. She is in charge of our marketing and sales strategy, CRM, direct marketing, social media, website content, collateral, advertising, events and sales. Doris has an extensive background in Marketing and International Business, having worked mainly in Europe and in the Caribbean. “For me, it’s essential to have fun in your job, which I have working at D&M; every day is a new adventure. I just love to deal with such a large variety of areas. If I was not in the marketing I would probably be a vet. As a kid I thought it was the best way to play all day long with heaps of dolphins, horses, birds, dogs and kangaroos, until I realised veterinaries don’t have time to play with their patients?”. FUEL: Morning sunrays, afternoon beach tennis and evening Latin beats.

Susanne has been working on and off for D&M not long after the company was created. She has seen the transition into mobile marketing with the internet from the old days in the 90's when a team of people would go out to shopping centers to get people to fill out D&M questionnaires on paper. Susanne has done loads of diverse projects from bread and mobile phones through to insurance, banking, university studies, medical studies, media studies, branding etc. “I like working for D&M because I find all the diverse projects interesting and love analysing. I feel valued and think D&M treat their employees well and are an ethical company to work for. Derek and his employees have taught me a lot about coding and how to develop code frames. I like the fact that D&M always kept up with the latest trends in the market. If I wasn't in Market Research I would be performing on stage, singing songs of relevance with heart and soul”. FUEL: family, travelling and nature; and a passion for music.

OUR AWARDS The peak body in Australia for professional market and social research, the Australian Market and Social Research Society (AMSRS), are responsible for the Research Effectiveness Awards which recognise excellence in market and social research, making a difference to business performance and social policy planning. They also award excellence in research papers at their national conference.

57 RESEARCH EFFECTIVENESS AWARDS 2010 D&M Research was a Finalist in the Research Effectiveness Awards 2010 for proving that phone names are easier to remember than phone numbers. Read more in the Phone Names case study on page 14.

AMSRS NATIONAL CONFERENCE 2010 EYES WIDE OPEN Derek received the Best Presentation, as well as the People’s Choice for the Best Presentation at the Annual AMSRS Conference in 2010 for his paper on “What Women Want”.

TEC CEO OF THE YEAR 2010 Derek won TEC’s (The Executive Connection) CEO of the year award late in 2010 for implementing his strategies which guided D&M through the GFC.

2011 WA STATE CONFERENCE AN ENLIGHTENED WORLD Derek won the People’s Choice Award for the Best Presentation in the WA State Conference for his paper on “What Women Want, but won’t necessarily tell you”.

D&M IN THE THE RESPONSE: National and international press

Our work often appear in the press http://www.dandmresearch.com.au/ news-media/press

NEWS

“What Men Really Want“ on Sunrise.

• MX • The Sydney Morning Herald • 9 NEWS • ABC Radio National • Yahoo! News • D NEWS • 6PR Mornings • Sunrise Channel 7 • John Laws Show • Marie Claire • The Telegraph • Herald Sun

D&M RESEARCH PTY LTD Fuel for Brilliant Decisions Newtown Business Centre Suite 104, 1 Erskineville Road NEWTOWN NSW 2042 T: +61 2 9565 2655 F: +61 2 9565 2787 query@dandmresearch.com.au DANDMRESEARCH.COM.AU

61 For Brilliant Decisions