MRIA VUE Magazine, April 2012 by MRIA

the magazine of the Marketing Research and Intelligence Association

APRIL 2012

Canadian Publications Mail Agreement #40033932

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APRIL 2012

vue VUE MAGAZINE IS PUBLISHED BY THE MARKETING RESEARCH AND INTELLIGENCE ASSOCIATION TEN TIMES A YEAR

Cover: Gera Nevolovich In this month’s features: (L to R) Jim Signorelli, Frederic Dayan, Colleen Opseth, Lang McGilp ADDRESS The Marketing Research and Intelligence Association L’association de la recherche et de l’intelligence marketing

FEATURES 14 PHONE eMONEY: THE MOBILE WALLET IN CANADA A leader in the application of emotional science examines consumer response to a new technology that will enable payment transactions to be carried out via smartphone. by Gera Nevolovich 18 HOW TO IDENTIFY AND DEVELOP A COMPELLING BRAND STORY Story-branding is a six-step process that makes brands more like stories, helping consumers connect with the values, beliefs and truths of a brand. by Jim Signorelli 20 IN CONVERSATION WITH FREDERIC DAYAN A senior investment advisor at DundeeWealth talks about the changes he’s seen in his industry, and about the importance of communicating with clients, giving them value, and ensuring loyalty. by Christian Mueller 24 FOCUS GROUPS WITH A TWIST: THE USE OF ONLINE DIARIES Traditional focus groups with students and young adults can yield very actionable results when engagement is encouraged by the use of online diaries. by Colleen Opseth with Lang McGilp

2600 Skymark Avenue, Bldg. 4, Unit 104 Mississauga, Ontario L4W 5B2 Tel: (905) 602-6854 Toll Free: 1-888-602-MRIA (6742) Fax: (905) 602-6855 Email: vue@mria-arim.ca Website: www.mria-arim.ca PRODUCTION: LAYOUT/DESIGN LS Graphics Tel: (905) 743-0402, Toll Free: 1-800-400-8253 Fax: (905) 728-3931 Email: info@lsgraphics.com CONTACTS CHAIR, PUBLICATIONS Stephen Popiel, PhD, CMRP Tel: (416) 271-8454 stephen.popiel@TD.com EDITOR-IN-CHIEF David Hamburg, Hamburg Consulting (514) 972-0662 david.hamburg@sympatico.ca MANAGING EDITOR Anne Marie Gabriel, MRIA amgabriel@mria-arim.ca ASSOCIATE EDITOR Christian Mueller, PhD, CMRP (416) 342-8228 x 618 cmueller@freshintelligence.com COPY EDITOR Siegfried Betterman

COMMENTARY 4 Editor’s Vue 6 President’s Letter 10 Message from the Executive Director

INDUSTRY NEWS 27 Qualitative Research Registry (QRR) 28 Research Registration System (RRS) 29 People and Companies in the News

PROFESSIONAL DEVELOPMENT 31 Change: It’s More Than the Stuff That Rattles Around in Your Pocket

COLUMNISTS 34 INNOVATION AND CREATIVITY 34 35 35 36 36

CSRC QUALITAS THE COURT OF PUBLIC OPINION STANDARDS BRAVE NEW WORLD

Interested in joining the Vue editorial team? Contact us at vue@mria-arim.ca

2012 ADVERTISING RATES Frequent advertisers receive discounts. Details can be found by going to: www.mria-arim.ca/advertising/vue.asp Please email vue@mria-arim.ca to book your ad. The deadline for notice of advertising is the ﬁrst of the previous month. All advertising material must be at the MRIA ofﬁce on the 5th of the month. Original articles and Letters to the Editor are welcome. Materials will be reviewed by the Vue Editorial Team. If accepted for publication, they may be edited for length or clarity and placed in the electronic archives on the MRIA website. The opinions and conclusions expressed in Vue are those of the authors and are not necessarily endorsed by the Marketing Research and Intelligence Association. Publishing Date: April, 2012 © 2012. All rights reserved. Copyright rests with the Marketing Research and Intelligence Association or the author. All rights reserved. No part of this publication may be reproduced, stored in a retrieval system or transmitted in any form or by any means, electronic, mechanical, photocopying, recording or otherwise without the prior written permission of the Marketing Research and Intelligence Association or the author. All requests for permission for reproduction must be submitted to MRIA at publications@mria-arim.ca. RETURN UNDELIVERABLE CANADIAN ADDRESSES TO The Marketing Research and Intelligence Association L’Association de la recherche et de l’intelligence marketing 2600 Skymark Avenue, Bldg 4, Unit 104, Mississauga, Ontario L4W 5B2 Canadian Publications Mail Agreement #40033932 ISSN 1488-7320

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Editor’s Vue David Hamburg

So the snow tires are back in storage where they belong, the Stanley Cup playoffs are top of mind, and the taxman is knocking at the door. Yes, it’s April all over again – a good time to freshen up the home with new decor. But you’re short on time, haven’t made it to the bank, and forgot to renew your credit card. Wouldn’t it be convenient to be able to use your smartphone as a mobile wallet? In an in-depth article, Gera Nevolovich of Hotspex delves into consumers’ attitudes toward this technologically advanced platform for payment. Of course, you still need real funds to pay for your purchases, but if you’ve invested wisely, that shouldn’t be a problem. Christian Mueller’s incisive interview with Frederic Dayan, a Montreal-based senior investment advisor and branch manager for DundeeWealth–DWM Securities Inc., takes us behind the scenes to help us understand how investment professionals do their job. Theirs is not an easy task, considering that there are close to 15,000 different mutual funds out there. All this money talk, though, is enough to boggle the already cluttered mind. Time for a story, a brand story – something that Jim Signorelli, CEO of Chicago-based ESW Partners, provides with stunning clarity in his fine article entitled, “How to Identify and Develop a Compelling Brand Story.” Rounding out our spring lineup is a strong voice from the prairies. Colleen Opseth, with Lang McGilp, shares SaskTel’s venture into the use of online diaries in conjunction with focus groups. But it’s time to get going and tie up loose ends for next month’s national conference in St. John’s, Newfoundland.

Bon, les pneus d’hiver sont enfin rangés comme il se doit, les éliminatoires de la Coupe Stanley sont à l’ordre du jour, et le percepteur d’impôts frappe à nos portes. Oui, c’est bien avril – un bon temps pour rafraîchir la maison avec un nouveau décor. Mais, vous êtes à court de temps, vous n’avez pas pu vous rendre à la banque, et vous avez oublié de renouveler votre carte de crédit. Ne serait-ce pas commode de pouvoir utiliser votre téléphone intelligent comme portefeuille mobile? Dans l’article de fond, Gera Nevolovich de Hotspex scrute les attitudes des consommateurs à l’égard de cette plate-forme technologique avancée de paiement. Évidemment, vous aurez toujours besoin de vrais fonds pour payer vos achats mais, si vous investissez sagement, il ne devrait pas y avoir de problème. L’interview incisive que Christian Mueller a menée avec Frederic Dayan, un conseiller principal en investissement basé à Montréal et gestionnaire de succursale chez DundeeWealth– DWM Securities Inc., nous transporte en coulisse pour nous aider à comprendre comment les investisseurs professionnels font leur travail. Leur tâche n’est pas facile, si on considère qu’il y a près de 15 000 fonds communs de placement en circulation. Mais ça suffit, tout ce bavardage monétaire risque d’engorger davantage nos esprits déjà encombrés. C’est le temps d’une histoire, une histoire de marque – quelque chose que Jim Signorelli, le PDG d’ESW Partners de Chicago, nous offre avec une clarté étonnante dans son superbe article sur la création d’une histoire de marque irrésistible : « How to Identify and Develop a Compelling Brand Story ». Et pour boucler la boucle de cet alignement printanier, une voix retentissante nous parvient des Prairies. Colleen Opseth, avec Lang McGilp, nous fait part de la façon dont SaskTel s’est aventurée dans l’utilisation des journaux personnels en ligne en combinaison avec des groupes de discussion. Mais le temps est venu de s’y mettre et de régler tous les détails de notre conférence nationale à St. John’s, TerreNeuve, le mois prochain.

David Hamburg, Market Research Consultant, Hamburg Consulting Editor-in-Chief, Vue / Rédacteur en chef, Vue • Email: david.hamburg@sympatico.ca • (514) 972-0662 • david_hamburg 4

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Join Us for the Canadian MR Event of theYear! Registration NOW OPEN ! Will you be “Sampling the Edge” by attending the 2012 MRIA Conference in St. John’s, Newfoundland, which runs from the evening of Wednesday, May 30 through Friday, June 1 2012? The Conference features an outstanding program of leading edge speakers and educational content. Hear from industry leaders such as Barry Watson, Steve Levy, Corrine Sandler, Cam Davis, Adam Froman, Janine Keogh, Tricia Benn – and a host of others, while enjoying networking and business development opportunities. And the social calendar promises to deliver unique and memorable experiences.

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For more information on Speakers, Sponsorship & Tradeshow Opportunities, 2012 Excellence Awards / Gala Soiree on Thursday May 31, “Rally in the Alley” on Friday June 1 (not to be missed), visit the ofﬁcial Conference Website at www.mria-arim.ca/Conference2012/NEWS/

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Letter from the President Sandy Janzen

Welcome to another year of change and opportunity. It is particularly so in these turbulent times, as gamechanging waves sweep across our industry and profession and we, individually and collectively, must adapt to survive and thrive. This realization is a central tenet in the new three-year MRIA strategic plan, which your national board of directors is finalizing as I write this, my first column as MRIA president. The new plan will be communicated to all members in the near future; I encourage you to review and consider its implications. I’m honoured to accept the reins as president of MRIA, and to have the privilege of leading in the first year of a bold, new vision and strategic goals for our association. My presidential priorities for the next twelve months are in addition to the key initiatives laid out in the new strategic plan, but well aligned with them. By the end of my term, I would like to be able to report that MRIA implemented its key strategic initiatives, scheduled for this year, as well as my own priorities – since all of them have the potential to generate many benefits for our members.

Bienvenue à une autre année de changements et de possibilités. C’est particulièrement le cas dans ces temps turbulents, alors que des vagues de changements dans les règles de jeu balaient notre industrie et notre profession et que nous devons nous adapter et prospérer, individuellement et collectivement. Cette réalisation est le principe au cœur du nouveau plan stratégique triennal de l’ARIM que votre conseil d’administration national complète au moment où je rédige cette première chronique en tant que présidente de l’ARIM. Le nouveau plan sera communiqué à tous les membres sous peu. Je vous encourage à l’examiner et à prendre en considération ses implications. C’est un honneur pour moi d’accepter les rênes de la présidence de l’ARIM et d’avoir le privilège de diriger la première année d’une nouvelle vision audacieuse accompagnée de nouveaux objectifs stratégiques audacieux pour notre association. Mes priorités comme présidente au cours des douze prochains mois s’ajoutent aux initiatives clés formulées dans le nouveau plan stratégique, mais elles sont bien alignées sur elles. À la fin de mon mandat, j’aimerais pouvoir rendre compte que l’ARIM a mis en vigueur les principales initiatives stratégiques prévues pour cette année, de même que mes priorités – puisqu’elles ont toutes le potentiel de générer beaucoup d’avantages pour nos membres.

In Brief:

Sommaire :

The 2012 Presidential Priorities 1. Usher in new vision, new membership 2. Read less; know more 3. Establish an integrity panel 4. Re-energize government relations 5. Create an events management system 6. Improve board effectiveness

Les priorités de la présidence en 2012 1. Introduire une nouvelle vision, une nouvelle adhésion 2. Lire moins; savoir plus 3. Établir un panel de l’intégrité 4. Redynamiser les relations gouvernementales 5. Créer un système de gestion des événements 6. Améliorer l’efficacité du conseil d’administration

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1. Usher in new vision, new membership. MRIA must make significant progress toward its new vision of being a nimble, flexible and proactive association; a thought leader; and a more inclusive body – by attracting a critical mass of new members from emerging sectors in research, intelligence and insight. I look forward to leading the board in making necessary decisions around the strategic plan.

1. Introduire une nouvelle vision, une nouvelle adhésion. L’ARIM doit faire des progrès considérables selon l’optique de sa nouvelle vision qui la veut une association alerte, souple et proactive, un véritable leader et un organisme plus inclusif – en attirant une masse critique de nouveaux membres provenant des secteurs émergents de la recherche, de l’intelligence et des perspectives. J’anticipe avec plaisir de guider le conseil d’administration dans les prises de décisions nécessaires à ce plan stratégique.

2. Read less; know more. We need to review, overhaul and renew our communications program as it relates to all audiences and to all media, in order to be more strategic in the content we deliver, be more effective in enhancing our image on behalf of the industry, and make strides in our use of digital media. Doing all of this will entail a fundamental re-examination and re-articulation of the value proposition that MRIA, as the single authoritative voice of the industry, presents on its behalf to various stakeholders. With respect to communications with members, our most important audience, my goal is to help you be able to read less but know more.

2. Lire moins; savoir plus. Nous devons examiner, remanier et renouveler notre programme de communications quant à ses rapports avec tous les publics et tous les médias, afin d’être plus stratégiques dans le contenu que nous distribuons, d’être plus efficaces dans l’amélioration de notre image au nom de l’industrie, et de réaliser de grandes poussées dans notre utilisation des médias numériques. Pour accomplir tous ces points, il faudra un réexamen et une reformulation en profondeur de la proposition de valeur que l’ARIM, en tant que voix unique qui fait autorité dans l’industrie, présente au nom de l’industrie à divers intervenants. Quant aux communications destinées aux membres, mon but est de vous aider à lire moins et à en savoir plus.

3. Establish an integrity panel in the area of standards. I want to see us investigate setting up an “industry integrity panel,” that is, a panel of experienced advisors who can proactively identify emerging ethical and disciplinary issues, and alert and assist the association in addressing them.

3. Établir un panel de l’intégrité dans le domaine des normes. Je veux que nous examinions la possibilité d’établir un « panel de l’intégrité de l’industrie », c’est-à-dire un panel de conseillers expérimentés qui pourront identifier proactivement les enjeux éthiques et disciplinaires émergents et alerter et appuyer l’association afin qu’elle prenne ces enjeux en considération.

4. Re-energize government relations. In the critically important area of government relations and advocacy, I want to re-energize our liaison and communications initiatives with the federal and provincial governments in order to stimulate greater understanding and appreciation of the value and cost-effectiveness of public opinion research.

4. Redynamiser les relations gouvernementales. Dans le domaine d’une importance critique que sont les relations gouvernementales et la défense de nos intérêts, je veux redynamiser nos initiatives de liaison et de communication avec les gouvernements fédéral et provinciaux afin de stimuler une plus grande compréhension et appréciation de la valeur et de la rentabilité de la recherche sur l’opinion publique.

5. Create an events management system. With respect to MRIA events – such as conferences, webinars, and courses – I want to bring about greater coordination and systematization, for synergy benefits in terms of scheduling, sponsorship opportunities, etcetera.

5. Créer un système de gestion des événements. En ce qui a trait aux événements de l’ARIM – tels que les conférences, webinaires et cours – je veux implanter une plus grande coordination et systématisation afin de profiter des synergies dans les domaines des calendriers, des possibilités de parrainage, et cetera. vue April 2012

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6. Improve board effectiveness. While this is more of an internal priority, I intend to work with the MRIA national board to improve our own reporting and meeting processes, and thereby our effectiveness as the association’s primary governance body. And, subsequently, I want to share our learning and improvements with our council, division, and chapter boards. I want to express sincere thanks, on behalf of us all, to our outgoing president, Kimberlee Niziol Jonas. As the first MRIA president from the client-side researcher sector of the industry, Kimberlee demonstrated a broad, inclusive vision and a remarkable work ethic in her leadership of our association this past year. She did a fantastic job in leading the development of the new strategic plan. I look forward to having the benefit of Kimberlee’s sage counsel, as immediate past-president, over the next year. In closing, I am truly looking forward to serving as your president, and welcome your suggestions as we move ahead. I’m energized by the realization that – with your support, as members and stakeholders, and with the continuing contributions that I know many other volunteer leaders and our staff team will make over the coming year – our association can propel our industry to new success and prosperity, and to higher prominence.

6. Améliorer l’efficacité du conseil d’administration. Bien qu’il s’agisse d’une priorité plus interne, j’ai l’intention de travailler avec le conseil d’administration national de l’ARIM pour améliorer nos propres processus de présentation de rapports et de réunions, améliorant par le fait même notre efficacité en tant que principal cadre de gouvernance de l’association. Et, subséquemment, je veux partager ce que nous aurons appris et améliorer avec les conseils d’administration de nos conseils, divisions et chapitres. Je tiens, en notre nom à tous, à remercier Kimberlee Niziol Jonas. En tant que première présidente de l’ARIM venant du secteur de la recherche côté client de notre industrie, Kimberlee a fait preuve d’une vision large et inclusive et d’une éthique de travail remarquable dans sa direction de notre association au cours de l’année qui vient de s’écouler. Elle a accompli un travail fantastique de direction de l’élaboration du nouveau plan stratégique. J’anticipe avec plaisir d’avoir la chance de profiter des sages conseils de Kimberlee, comme présidente sortante, au cours de la prochaine année. En terminant, j’ai hâte de vous servir comme présidente et je recevrai avec plaisir toutes vos suggestions pendant que nous allons de l’avant. Je suis stimulée par la réalisation que – avec votre appui, vous les membres et intervenants, et grâce aux contributions constantes prévues de nos autres leaders bénévoles et de notre équipe d’employés au cours de l’année qui vient – notre association peut propulser notre industrie vers de nouveaux succès et une nouvelle prospérité, et vers une plus grande notoriété.

Sandy Janzen, Vice President / vice-présidente, Ipsos-Reid Corporation Email: sandy.janzen@ipsos.com • (416) 572-4464

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Message from the Executive Director Brendan Wycks

Awards and Recognitions: Important Marks of a Profession

Prix et reconnaissances : la manifestation importante d’une profession

2012 EXCELLENCE IN RESEARCH AWARDS NOMINATIONS NOW BEING ACCEPTED

MISES EN CANDIDATURE POUR LES PRIX D’EXCELLENCE EN RECHERCHE 2012 MAINTENANT EN COURS

There are several hallmarks of a profession – among them, a common body of knowledge and a related certification process; standards of practice and professional conduct; and related monitoring and enforcement procedures. Yet another key hallmark of a profession is the bestowing of awards and recognitions. All credible professions honour their best and celebrate the achievements of their leaders, luminaries, and outstanding contributors. This month, I want to profile MRIA Fellowship and our Excellence in Research Awards. Fellowship is the highest honour/designation that MRIA can bestow upon one of its members. The awarding of Fellowship status indicates not only that the nominee meets or exceeds the high standards and expectations of a CMRP-designated member, but also that his or her accomplishments and contributions include the very highest level of practice which stands as a model for others within the profession. Fellows are truly exceptional in all aspects that are important to the industry. The honour and exclusivity of the Fellowship designation include dues-exempt status in MRIA, for life. The MRIA board of directors recently approved several adjustments and improvements to our Fellowship nomination and election process, based on recommendations from the 2011 Fellowship Review Committee. In so doing, the board decided to change the frequency and timing of Fellowship elections. They will now occur once every two years, with the next taking place in 2013. Moving to biennial Fellowship elections will mean that new Fellows will be recognized in front of the largest possible audience of professional peers at the national conference’s gala awards banquet every second year. Our 2013 national conference will be held in Niagara Falls, Ontario; and every two 10

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Une profession comporte plusieurs traits marquants, dont un ensemble de connaissances communes et les processus d’accréditation connexes, et des normes de pratiques et règles de déontologie et les procédures connexes de contrôle et d’exécution. Mais une profession comporte un autre trait marquant qui consiste à accorder des prix et de la reconnaissance. Toutes les professions crédibles honorent leurs meilleurs praticiens et célèbrent les accomplissements de leurs leaders, sommités, et contributeurs exceptionnels. Ce mois-ci, je tiens à brosser un tableau des prix d’associé et d’excellence en recherche de l’ARIM. Le titre d’associé est le plus grand honneur et la désignation la plus élevée que l’ARIM peut décerner à un de ses membres. L’attribution du statut d’associé indique non seulement que la personne désignée atteint ou dépasse les normes et attentes élevées d’un membre possédant la désignation de PARM, mais que ses accomplissements et contributions impliquent un très haut niveau de pratique qui sert de modèle à d’autres au sein de la profession. Nos associés sont vraiment exceptionnels dans tous les aspects importants de notre industrie. L’honneur et l’exclusivité de la désignation d’associé comprennent une exemption à vie des cotisations de l’ARIM. Le conseil d’administration de l’ARIM a approuvé récemment plusieurs modifications et améliorations de notre mise en nomination d’associés et du processus de leur élection en se fondant sur les recommandations présentées en 2011 par le comité d’examen des associés. En ce faisant, le conseil d’administration a décidé de changer la fréquence et le moment de l’élection des associés. Elle aura lieu dorénavant tous les deux ans, la prochaine ayant lieu en 2013. Le fait de passer à une élection biennale des associés signifie que les nouveaux associés seront reconnus tous les deux ans devant l’audience la plus grande possible de leurs pairs

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years thereafter, beginning in 2015, the conference will be held in Toronto. Nearly two-thirds of MRIA members are located in the Greater Toronto Area, so a conference in Toronto or its vicinity draws the largest number of attendees. The call for nominations for the 2013 Fellowship election will be issued this fall, and the deadline will be January 31, 2013. Our MRIA Excellence in Research Awards celebrate excellence in marketing research and intelligence, communications and advertising research, public opinion research, competitive intelligence, and data mining. The Excellence Awards comprise eleven different categories: Best in Class is awarded to research projects that serve as a shining example to both supplier and client-side research practitioners. Excellence Behind the Scenes is awarded to research practitioners whose efforts – in areas such as data collection, recruiting, data processing and analysis – while being instrumental in the completion of a stellar research project, were behind the scenes and did not involve direct client contact. Best Multinational is awarded to research practitioners who have initiated and taken the lead in designing and implementing a superb marketing research project that collected data from respondents in more than one country.

professionnels au cours du banquet et gala des prix de la conférence nationale. Notre conférence nationale 2013 aura lieu à Niagara Falls en Ontario, et tous les deux ans après, à partir de 2015, la conférence aura lieu à Toronto. Près des deux tiers des membres de l’ARIM sont dans la Région du Grand Toronto, donc, une conférence à Toronto ou ses environs attirera le plus grand nombre de participants. L’appel de mises en candidature pour l’élection des associés en 2013 sera publié cet automne et la date limite sera le 31 janvier 2013. Les Prix d’excellence en recherche de l’ARIM célèbrent l’excellence en recherche et en intelligence marketing, en recherche dans les domaines de la communication et de la publicité, en recherche sur l’opinion publique, en veille concurrentielle et en exploration des données. Les prix d’excellence comprennent onze catégories : Meilleur de sa catégorie est décerné aux projets de recherche qui offrent des exemples éclatants de praticiens de la recherche tant du côté fournisseur que du côté client. Excellence du travail en coulisse est décerné à des praticiens de la recherche dont les efforts – dans les domaines de la collecte de données, du recrutement, du traitement et de l’analyse de données – tout en étant déterminant dans la réalisation d’un projet de recherche brillant, ont été accomplis « en coulisse », sans contact direct avec le client. Meilleur projet multinational est décerné à des praticiens de la recherche qui ont lancé et mené la conception et la mise en application d’un projet de recherche superbe qui a recueilli des données de répondants dans plus d’un pays.

Best Integration is awarded in recognition of a research project Meilleure intégration est décernée en reconnaissance d’un projet that demonstrates successful integration of marketing de recherche qui a su intégrer la recherche marketing à d’autres research with other information sources. sources d’information. Murray Philp Altruistic Award is awarded for a marketing research project, done on a pro bono or reduced profit basis for a not-for-profit organization, which has contributed positively to the individuals, groups or communities (within Canada) that it was meant to help.

Le Prix de l’altruisme Murray Philp est décerné au projet de recherche marketing effectué gratuitement ou à prix réduit pour un organisme à but non lucratif, et qui a contribué positivement aux individus, groupes ou collectivités (au Canada) qu’il visait à aider.

Public Policy Impact Award is awarded for a research project, in the broader public sector, that has had a demonstrable public policy impact.

Le Prix de l’impact sur des politiques gouvernementales est décerné au projet de recherche, dans le secteur public plus large, qui a exercé un impact démontrable sur une politique gouvernementale.

Client-Side Researcher Impact and Effectiveness Award is awarded to a research practitioner, employed at a Client-Side Researcher Corporate member, for outstanding achievements that have served to elevate the stature of marketing, survey

Le Prix de l’impact et de l’efficacité d’un chercheur côté client est décerné à un praticien de la recherche, employé par un chercheur côté client membre corporatif, pour des réalisations exceptionnelles qui ont permis de hausser la stature de la vue April 2012

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and public opinion research, and marketing intelligence at senior decision-making levels of his or her organization. MRIA Award of Outstanding Merit is awarded for conspicuous and sustained service to, or on behalf of, MRIA or the marketing, survey and public opinion research industry/ profession. MRIA Award of Distinction recognizes younger members of the association, up to forty years of age, who have brought distinction to themselves and to the industry/profession through leadership and achievement in their professional and personal lives. Grassroots Volunteer Leadership Award recognizes sustained service to the association – or, through the association, to the industry/profession more broadly – which has not been rendered in an MRIA national volunteer leadership capacity. Chapter Merit Award recognizes the MRIA chapter that has demonstrated the strongest support for one or more elements of MRIA’s current strategic plan, or its immediately previous strategic plan, during the past year. The deadline for Excellence Awards submissions this year is Monday, April 16. For more information, visit the Excellence in Research Awards area on our website at www.mria-arim.ca/ AWARDS/ExcelAwards01.asp There is no time like the present. Now is your opportunity to ensure that the people you look up to – your mentor, colleague, research supplier, client – and/or the outstanding work you know to be deserving – the stellar research that is theirs or your own – will be recognized and honoured this year, on Thursday, May 31, at the gala awards soiree during the 2012 national conference in St. John’s, Newfoundland. See you there, and good luck!

recherche marketing, des sondages et de la recherche sur l’opinion publique et en intelligence marketing aux paliers supérieurs de prises de décision de son organisation. Le Prix de l’ARIM pour mérite exceptionnel est décerné en reconnaissance d’un service manifeste et soutenu offert à l’ARIM, à l’industrie ou à la profession de la recherche marketing, du sondage et de la recherche en opinion publique, ou en leur nom. Le Prix de distinction de l’ARIM reconnait les membres de l’Association plus jeunes, de moins de quarante ans, qui se sont distingués et ont mérité de la distinction pour l’industrie et la profession grâce à leur leadership et à leurs accomplissements dans leur vie professionnelle et personnelle. Le Prix de leadership en bénévolat au niveau de la communauté reconnait un service soutenu offert à l’Association – ou, par le biais de l’Association, à l’industrie et à la profession de manière plus étendue – qui n’a pas été offert en tant que bénévole national de l’ARIM. Le Prix de mérite d’un chapitre reconnaît le chapitre de l’ARIM qui, au cours de l’année qui vient de s’écouler, a manifesté l’appui le plus solide à un élément ou plus du plan stratégique actuel de l’ARIM, ou du plan stratégique le précédant immédiatement. La date limite pour présenter des soumissions pour les prix d’excellence est le lundi 16 avril. Pour obtenir plus de renseignements, visitez les pages sur les prix d’excellence en recherche sur notre site Web à www.mria-arim.ca/AWARDS/ExcelAwards01.asp Il n’y a pas de temps comme le temps présent. C’est le moment de vous assurer que les gens que vous admirez – mentor, collègue, fournisseur de recherche, client – et/ou le travail exceptionnel que vous jugez digne de mérite – une recherche brillante effectuée par quelqu’un ou par vous-même – seront reconnus et honorés cette année, le jeudi 31 mai, à la soirée de gala des prix à la conférence nationale 2012 qui a lieu à in St. John’s à TerreNeuve. Au plaisir de vous y voir, et bonne chance!

Brendan Wycks, BA, MBA, CAE, Executive Director / Directeur général, Marketing Research and Intelligence Association / L’Association de la recherche et de l’intelligence marketing Email: bwycks@mria-arim.ca • (905) 602-6854 ext./poste 8724

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2012 EXCELLENCE AWARDS Marketing Research and Intelligence Association L’Association de la recherche et de l’intelligence marketing

2012 Excellence in Research Awards Call for Nominations DEADLINE IS MONDAY APRIL 16, 2012

2012

Celebrate excellence in marketing research with MRIA’s prestigious annual awards, open for submission from agencies and client side researchers alike. Submissions are sought in eleven distinct categories, and are due on or before April 16 2012. Winners will be announced and celebrated at the 2012 Excellence Awards Gala Soiree being held in St. John’s Newfoundland, as part of MRIA’s national conference, on the evening of Thursday May 31 2012. The eleven award categories recognize excellence in marketing research and intelligence, communications and advertising research, public opinion research, competitive intelligence, volunteerism, chapter development and much more! To download the Nomination Form, visit www.mria-arim.ca/AWARDS/ExcelAwards01.asp and send us a brief email as an expression of interest, indicating the categories (maximum of two categories per project) you are recommending, so that we know to expect your submission by the end of day April 16. Will your company, colleagues or researchers be honoured?

2012 Excellence in Research Awards GENEROUSLY SPONSORED BY ? WANT TO SHED MORE LIMELIGHT ON YOUR BRAND? Sponsor the 2012 Excellence Awards and present at the podium as part of the celebration! Your company logo will appear here and in future issues of Vue Magazine, in Pulse eNewsletter, on the MRIA web site and on LinkedIn; with honorable mention throughout the 2012 Gala Soiree Dinner, planned for Thursday May 31 in St. John’s. Contact amgabriel@mria-arim.ca for more information on Sponsorships. Thank you in advance and come celebrate with us in stunning Newfoundland in May. Chair:

Kimberlee Niziol Jonas, Kimberlee.A.NiziolJonas@gsk.com

Judges: Ed Gibson, CMRP – CRC Research, ed@crcresearch.com John G. Ball, CMRP – Opus Enterprises, john.ball.opus@gmail.com Gail Tibbo, CMRP – Incisive Mkting, cgt@incisivemarketing.com Donald Williams – NADbank Inc., dwilliams@nadbank.com

SP ECIAL FEATURE

Phone eMoney: The Mobile Wallet in Canada Hotspex, a leader in the application of emotional science to insights and innovation, examines consumer response to a new technology that will enable payment transactions to be carried out via smartphone. Gera Nevolovich

The major players in the mobile commerce ecosystem – payment networks, banks, mobile service providers, retailers, and even social networks – are rapidly developing their mobile commerce offerings. The potential to use the mobile platform for processing payment has paved the way for a “mobile wallet.” This technology enables payment transactions to be carried out using a smartphone, at point-ofsale and beyond (see figure 1). Enabling consumers with new mobile payment technology, however, is not the same as engaging them in adoption of the technology. Like all technology markets, the mobile payments ecosystem will take time to build and consolidate (see figure 2) – and there is a lot of hype ahead of mainstream adoption. The hype is almost symptomatic of the energy, interest and excitement (from the industry’s perspective) that is necessary to build the ecosystem in the first place. According to leading payment industry expert Christie Christelis of Technology Strategies International, mobile wallet technology is approaching “the peak of inflated expectations” on the Gartner Hype Cycles. (Gartner Hype Cycles provide a graphic representation of the maturity and adoption of technologies and applications, and of how they are potentially relevant to solving real business problems and exploiting new opportunities.) Christie predicts that we’re about a year away from “the trough of disillusionment,” and we will finally see broad-based rollout starting in 2014. 14

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Figure 1. What do you get when you cross a smartphone with a wallet?

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Figure 2. There are notable milestones in the development of the mobile payments ecosystem.

Mobile payment technology is surging ahead, but is it leaving the consumer behind? Does the consumer want or need a mobile wallet?

In June 2011, Hotspex gave 1,000 Canadian mobile phone users and smartphone intenders (likely to buy a smartphone in the next six months) a say in the matter. All respondents evaluated the same concept description of the mobile wallet via an online survey (approximately fifteen minutes in length) following the Hotspex concept test methodology, ConceptSpex. Consumers rated the concept on traditional concepttesting metrics (such as usage and appeal), and Hotspex proprietary emotional, personality and rational attributes – to assess likelihood and drivers of success. Detailed consumer feedback was solicited on every element of the concept in order to understand key strengths and weaknesses, leading to optimization opportunities. Overall, the mobile wallet ranks on the lower end of the range when compared to other concepts tested by Hotspex. While consumers generally had a lukewarm reaction to the idea, over one-third of them were very receptive. The low ConceptScore (see figure 3) is not surprising, given the current lack of familiarity that respondents have with the mobile wallet, and the embryonic stage of the mobile payments market. The ConceptScore among payment intenders (respondents who selected themselves as likely to use their mobile phones to make a payment in the next year – before being exposed to the concept) is twice as high as the average score across the total sample. Canadians who responded well to the mobile wallet were not characterized by any single demographic profile. These early adopters included college or university graduates in higher income brackets. Younger people typically spark change in technologically driven markets, especially in the mobile market. Surprisingly, respondents in the youngest and the oldest age groups shared similar negative emotional reactions to the mobile wallet concept. There is latent interest in, and signiﬁcant potential for, the adoption of the mobile wallet in Canada. But is the concept bulletproof?

The platform itself (the smartphone) happens to be among the most emotionally driven categories, on par with chocolate and beer, according to previous Hotspex research. A smartphone is literally an extension of one’s self. Layer on mobile wallet functionality that needs to balance security versus convenience, and you quickly reveal a more complex picture of what it will take to get maximum value out of the idea. vue April 2012

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Figure 3. In general, the mobile wallet ranks low compared to other concepts tested by Hotspex.

The study profiled the consumer emotional response to the mobile wallet concept on 86 positive and negative emotions. Hotspex proprietary driver maps (see figure 4) show a clear “emotional centre,” a set of feelings that all successful concepts must stimulate, while (obviously) avoiding strong negative emotions of any kind. The study also profiled the personality, or image, that the mobile wallet projects to consumers. The emotional map overlays with the personality map, such that the emotion (e.g., trust) and the personality (e.g., trustworthy) occupy the same position on the emotional and personality maps, respectively. We explore both personality and emotions in order to deliver a deeper understanding of how consumers feel and respond to concepts. Personality measurement also tends to deliver a better understanding of what is projected, while emotions better explain what is received. Brands and concepts tend to project a personality, while consumers tend to respond with a feeling. While emotions tend to be either positive (driving the impulse or desire to act) or negative (driving rejection), the impact of some personality characteristics is contextual. For example, while all concepts must be somewhat interesting, 16

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Figure 4. Hotspex maps drivers and motivators according to their impact on behaviour.

likeable and reliable if they are to be considered, marketers can strategically choose to position a product as either masculine or feminine. This space of higher emotional intensity is the space of differentiation. In addition to mapping drivers according to their impact on behaviour, our maps provide a comprehensive understanding of how drivers (emotions and personality) relate to each other. The colour coding on Hotspex maps (see figure 5) represents attribute zones such as “inspiring” or “familiar,” which are grouped according to their emotional valance. Successful concepts generate a strong consumer impulse or desire by generating high associations on all the positive emotions and brand personalities, while avoiding associations with the negative ones. Beyond the table stakes, a successful positioning will drive associations with the high-impact attributes – key drivers.

Functionally, consumers rated the concept of the mobile wallet high on attributes that are not key drivers of success, such as uniqueness and leadership, but only low to moderate on the well-known key driver of security, among others. Emotionally, the mobile wallet concept does not deliver on many of the key drivers of success, as is shown by the light-blue bubbles, which indicate association with emotional attributes (see figure 5). From an emotional perspective, not surprisingly, “interest,” “trust” and “disbelief ” emerge as three of the multiple key emotional drivers identified in the mobile wallet concept

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Figure 5. A heatmap plots mobile wallet associations.

Figure 6. Consumer clicks (likes, dislikes) and verbatim clearly indicatethe strengths and weakness of the mobile wallet concept.

test. Corresponding, personality drivers included “reliable” on the plus side and “complicated” on the minus side. We found, however, that beyond just being reliable and needing to make consumers feel safe in using the app, succeeding with the mobile wallet will also require that it be “inspiring” for consumers in the first place. Relevance is another big gap that must be filled in order to generate widespread adoption. Who should issue the mobile wallet?

The largest group of respondents said that they are likely to use a mobile wallet if it is issued by a bank, but the emotional reaction to the concept is weaker among this group of respondents than it is for respondents who preferred other potential issuers, such as payment networks, telecommunications companies, retailers, app stores, or social networks. Attaching the mobile wallet to a trusted brand will generate higher trust as well as concept appeal, but trust is just a table stake. The opportunity to drive adoption lies in playing up those features and benefits of the mobile wallet that are most appealing from a consumer perspective. Question: Are non-bank issuers more likely to deliver credibly on these benefits from the consumer perspective?

each red dot represents a dislike. We were not surprised to find that consumers were drawn to the discounts and offers that a mobile wallet could be designed to facilitate. Features such as control of payment preferences by retailer were very appealing to consumers. After all, payment is simply a means to an end – a vehicle to obtain the product or service for which you are paying. Our conclusion is that the mobile wallet is set to succeed, but not without attention to the emotional barriers that are preventing broader adoption and impairing focus on features such as preferences, discounts and offers. Join the conversation at www.hotspex.com

What’s in it for the consumer?

As for any new product, interest will be driven by promotion and benefits once the table stakes are met. Figure 6 shows a screen capture of just two of the 2,000 consumer comments (“likes” and “dislikes”) that were solicited on the concept’s description. Each green dot represents a like, and

Gera Nevolovich is vice-president of Sales and Marketing at Hotspex Inc., a leader in applying emotional science to insights and innovation. For more information, contact gera.nevolovich@hotspex.com or (416) 487-5439 ext. 227. vue April 2012

F E ATURE

How to Identify and Develop

a Compelling Brand Story

Stories help us connect with the values, beliefs and truths of a brand; and making brands more like stories provides us with a template to follow in communications planning. In this article, the CEO of ESW Partners guides us through the six-step process of what he calls “story-branding.” Jim Signorelli

Since the beginning of language, stories have helped us understand human nature. By helping us identify with characters during their quests to achieve certain goals, stories teach us important lessons about who we are and what lies within our own potential. But this teaching is done through implication, not explanation. Stories don’t tell us how to think or what to value. Rather, they provide a welcome freedom to self-select the truths that we read into them – explaining why they can be immensely powerful. In many ways, stories provide a great example for brands to follow. Brands, like stories, also contain truths. But whose truths are they: the brand’s or ours? It is one thing for brands to push their meanings on us, and quite another for them to help us draw our own conclusions. Too much of our advertising tells us how to see things or what we should believe is important. As a result, we are often inundated with facts that can be argued and opinions that are self-serving. It is hard to form a willing relationship with anyone, let alone a brand that tries too hard to convince us of its own importance. What is a story? In the simplest terms, a story is made up of one or more characters dealing with obstacles to the achievement of certain goals. The extent to which a story helps us connect with our own truths is a function of how well we can identify with the values, beliefs and feelings experienced by such characters. 18

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To help brands become more story-like, the “story-branding” process provides a template to aid communications planning. The brand is substituted for the main character, who is described as having functional capabilities, and is additionally infused with values and beliefs that resonate with audiences. In all cases, the brand’s ultimate goal, apart from increasing sales and profits, is to influence a relationship with the prospective customer, or “prospect.” It is assumed that sales and profit growth are functions of this relationship. Attempts to force a relationship impede progress. Once the relationship is formed, it becomes the foundation for an enduring loyalty to which the customer proudly subscribes. Achieving this goal is sometimes evidenced by customers who proudly display the brand’s logo on apparel, bumper stickers and, in extreme cases, body tattoos. As is the case with stories, there are obstacles in the brand’s path toward its goal. These must be identified and dealt with before the desired relationship is achieved. Working with this model, there are six steps that should be taken to realize the model’s usefulness for a particular brand. They are called the six Cs. Following is a brief explanation of each step and how to apply it to your own brand. Step 1: Collect the backstory. We start by digging up the backstory. In traditional marketing parlance, this is often referred to as the “situation analysis,” which provides the background necessary

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to explain the problem that must be solved for the brand. Every backstory is different but usually consists of any and all information relevant to the story about to be written – including an assessment of the brand’s culture, as well as the problems and opportunities it faces in the marketplace. Step 2: Characterize the brand. One of the key challenges of storybranding’s planning process is to identify the brand’s persona. Traditional planning methods start by focusing on the prospect. In contrast, the story-branding process starts with an investigation of the brand, with the help of management. Specifically, it starts with a thorough understanding of the brand’s value and belief system. Since this system is sometimes difficult for management to articulate, we use a number of techniques, including archetypal analysis, to help everyone see the brand more as a person than as a thing. While looking for belief markers, it is equally important to determine if the brand is evidencing what it stands for. Is there proof that what the brand wants to stand for is authentic and not just lip service? Besides trying to understand the brand’s strengths, it is equally important to understand the brand’s limitations. Too often, we see brands trying to take advantage of opportunities that are far outside the realm of what is believable and consistent with consumer expectations. At other times, we see brands upholding values that their products or operational behaviours can’t possibly support. Imagine for example, White Castle (a U.S. chain of hamburger restaurants) suddenly adopting a position around healthful eating, or the Motel 6 budget chain trying to associate itself with the value of luxury. These are extreme examples of reaching outside the realm of the prospect’s expectations. But the point is that brand identities, once formed, have certain guardrails. Go outside these guardrails and the risk of failure increases. Step 3: Characterize the prospect. Once the brand is fully explored, we then characterize the most likely prospects. Specifically, we look to see what functional and emotional needs are being left unfulfilled. Then we set out to discover the extent to which any of these needs present an opportunity for the brand in question. In story parlance, this is referred to as the “dramatic issue.” It consists of the problem that propels the main character’s journey. That issue might be about finding redemption, love, or a life purpose. While constructing the brand story, we are simultaneously looking for something that would propel the prospect’s movement toward a fulfilled relationship with the brand. More often than not, fulfillment results from a belief that is shared with the brand, and one that the prospect feels is important to his or her identity.

Step 4: Connect the characters. At this stage, we start to play matchmaker. Now that we understand our story’s two characters, the brand and the prospect, we look for the fit between them. In the short term, we are interested in knowing how the brand satisfies a functional need through its product features and benefits. Additionally, however, we need to know there is something that can spark a long-term relationship, one that is founded on shared values and beliefs. Step 5: Confront the obstacles. Our model requires a definition of the communication obstacles standing in the way of the brand-prospect relationship. Typically, these fall into four categories: awareness, comprehension, confidence and affinity. The extent to which any of these obstacles must be overcome sets up the plot. Besides identifying the big rocks that are in the way, we prioritize them in order of which have to be moved first to achieve the brand’s ultimate relationship goal. Step 6: Complete the story brief. Unlike the traditional creative brief, the story brief outlines the entire brand story in ways that further an empathetic understanding of the brand and prospect personas. One of the main functions of the story brief is to identify what we call the outer and inner layers of both the brand and the prospect. Outer layers have to do with functions that are performed by the brand and are desired by the prospect. Inner layers have to do with values and beliefs to which both brand and prospect subscribe. To help identify these layers, we craft what we refer to as “I am” statements for each character. These take the form of firstperson autobiographical sketches, as opposed to factual descriptions that are common to most traditional briefs. These sketches stimulate empathy and identification, which we believe are missing from most traditional creative input documents. Additionally, the story brief provides a summary and prioritization of the communication obstacles that the brand must overcome in order to establish a relationship with the prospect. Whether the brand is sold B2B or B2C, the story-branding process can move a brand closer to connecting with its prospects on an emotional level. In all cases, the principle of implication over explanation is relevant and applicable. Jim Signorelli is the founder and CEO of ESW Partners, a Chicago-based marketing firm. After a career of more than thirty years in advertising, he is the recipient of the Smart Leader award, given by Smart Business magazine and U.S. Bank. For more information, visit www.eswpartners.com vue April 2012

In Conversation with Frederic Dayan Senior Investment Advisor for DundeeWealth–DWM Securities Inc. Christian Mueller, PhD, CMRP

Just as we are proud of our profession, so too is the man with whom I spoke for this article enormously proud of his chosen field, and of the long career he has enjoyed as a certified financial advisor (CFA) in Quebec. The man and the professional CFA are one and the same person: Frederic Dayan. I spoke with him in Montreal, where he works as a senior investment advisor and branch manager for DundeeWealth–DWM Securities Inc.

To begin with, Frederic, would you please enlighten those of us in the marketing research industry as to how the Canadian ﬁnancial industry has evolved since your company started?

The company, DundeeWealth, started many years ago. But a big change took place around 1996, when the company decided to buy distribution channels. I started in 1993, and the industry has changed tremendously between then and today. When I started, advisors were looking more at taking orders from clients than giving advice. Since then, advisors are more focused on giving advice – long-term advice – and less on taking orders or looking for the stock trade. We’ve seen a rapid movement towards having a practice – each advisor in each firm – that’s more fee-based or the equivalent. It is trailer fees that come from mutual funds versus transaction-oriented income. Just to give you an example, today we’re talking around 14,000 to 15,000 different mutual funds out there. There are thousands and thousands of individuals across Canada – just within DundeeWealth, we have 900 individuals across Canada – who are licensed to offer financial advice. When I started in ’93, I remember very clearly that one day I had a client who invested $10,000 in one specific mutual fund. Within a few days, the regional vice-president of that specific mutual fund company called to thank me for the $10,000 ticket. Today a $10,000 ticket is something normal that happens at least every day, for every advisor. 20

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And you’d need to have a $70,000 or $100,000 ticket before someone would acknowledge your business. So does that mean you’re dealing with people of greater wealth or with those who just have greater knowledge of the industry?

For me personally, as I reflect on the industry, there are two kinds of individuals who are putting money into investment firms: there’s the speculator; but there’s also the saver, the person who saves for retirement, who’s seeking more advice. In the last fifteen to seventeen years, we’ve seen more and more savers, people who save money for their retirement and go out to independent channels or independent advisors versus just going to the bank and buying a term deposit or buying what the tellers would say. The first baby boomers are coming to retirement. We’ll see a lot of people retiring in the next five to ten years, and they’ll need advice. And don’t forget that when they retire, the first thing that happens is they stop earning money. You need your money, your savings – whatever they are, even if they dropped significantly in 2008–2009. You need all of your savings to start working for you to ensure that you’re able to maintain the same lifestyle. The cash ﬂow switches directions, right? Instead of coming in, it’s going out.

That’s it. There’s a big change in your life; the cash flow goes out, like you said.

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And about the income for these advisors: You mentioned fees versus transactions. When the money is invested – say, annually – are the management fees more of an income source than fees charged per transaction?

Well, if you go to plain vanilla … If I buy a stock – BCE or Royal Bank – for a client, I’ll charge him a commission of x per cent, anywhere between a half and two percent. However, if I buy a mutual fund, the mutual fund company charges a management fee, which is called an MER, a management expense ratio. Built into that MER is a percentage paid to me as the advisor on an annual basis; it’s a percentage of the assets entrusted to that fund company. The next step would be – and there’s a big movement towards this, and we hear a lot in the press and in the meetings that we attend – to have those fees, or those trailer fees or whatever they’re called, not embedded in the MER. So clients would pay a portion of their MER to the fund company, a reduced MER. But then, in addition to that, they would be in a fee-based account, where the fee would be visible to clients. And this is a big movement in the industry. Right, so people are paying. But would you say they’re getting their money’s worth? Are they satisﬁed with the way things are?

I think, fortunately or unfortunately, there are good advisors and bad advisors. The good advisor is really proactive in talking to clients, giving advice, meeting with clients on a regular basis, reassuring them when they call or when they’re nervous. Because, don’t forget, this is their money; this is their life savings; and this is a very important item for them. So when they’re nervous, a good advisor is always ready to help clients, answering their questions and trying to find solutions. Then there’s the other advisor who, you know, just collects the trailer fees. The fact is that fees are more and more le sujet de jour, and clients are more aware of it, which makes advisors become more professional or makes them ensure that they give value to clients for the money that they earn. Is it happening that the better advisors have more loyal customers? What about the ones who aren’t so good? You would know from your perspective: Maybe some of the advice isn’t the best, but people are still loyal to those advisors. What about loyalty?

I would say that you always have in your practice clients who are lazy and don’t want to make a change, who will only make a change when things go bad. But good advisors are really proactive, ensuring that they meet their clients on a regular basis.

There’s data for that, a lot of data, indicating there are certain easy steps to take to ensure that your clients are satisfied and that you’re servicing them well. So there are more and more good advisors. You see, one of the things that we noticed at DundeeWealth – and it changed a lot of things for us – is that in 2008–2009, when the market was dropping anywhere between 30 and 40 per cent, there were some advisors who were increasing the size of the assets they were managing or administrating. What we did at DundeeWealth – and it was a big, big element of our recent success – was to go and see those advisors within our firm and say, “Okay, what are you doing differently for people to refer more business to you or for people to send you more business, and for people to be loyal to you?” What came out of that was that those advisors who were successful were controlling what they could control and not focusing on what could not be controlled. What I mean by “controlling what you could control” is to put in place some processes where you would meet clients two times, three times, four times a year. And you have to do client segmentation, to analyse your business, to see who you will meet four times a year, who you will meet once a year. Also they were putting in place some mass communication campaigns where they would send emails on a regular basis, or letters or newsletters, or just make phone calls, saying, “Okay, this is what’s happening in the market. Your portfolio might be down, but don’t forget that the general markets are down much more, and this is the reason ….” They were communicating on a more regular basis, a proactive basis. What comes out of that – and I was looking at some research recently about the overall satisfaction of clients – is that it’s more difficult to satisfy the clients now than it was in 2007, just because the good advisors were doing such a good job that they increased the clients’ expectations. So we see more and more advisors really taking every step. First, it’s ensuring that you’re available to discuss with clients, or ensuring that they know that you’ll be responding to their calls within 24 hours or within 48 hours; and second, it’s ensuring that you understand what their risk tolerance is, how much money they’re willing to lose. As I said, unfortunately we cannot control what the markets do. We always do our own financial research to see what we expect from the market, but we cannot control what the markets will do. So we have to ensure that the portfolio is really aligned with how much risk the client is ready to take. The risk involves a financial aspect, but there’s an emotional aspect, too. There was a study that came out many years ago showing that the level of emotion you get when you lose a dollar is the same as the level of emotion you get when you earn three dollars. So it’s a one-for-three. vue April 2012

F EATURE

In general, would you say that advisors are more sensitive to that sort of dynamic among their investor clients?

Yes, in general, there’s been a good improvement among advisors – to ensure that we are really proactive with our clients, to ensure that they’re okay. In particular, when we have these ﬁnancial crises, like 2008–2009, does it up the ante, so to speak?

Definitely! What else can you say about the role of research in your business?

I think research is very important. As I said initially, there are thousands of advisors, and there are so many products we can offer to clients. There are 15,000 mutual funds. There must be at least 50,000 different stocks that I can buy for my clients. So, really, advisors become a commodity, and they need to understand what’s driving client satisfaction. The number one rule is that you have to be in contact with your clients at least four times a year; and the more, the better. When you follow that rule and you understand what’s behind that rule, you will be better off, because competition is very hard in this industry. Has what you described been learned through any studies done by marketing researchers? Or does it come from other sources?

Studies come out every year from well-known companies and also from internal surveys that we do. The goal of any advisor – I mean, as a business person, not as an investment professional – is to ensure the loyalty of clients. Advisors try to get a greater percentage of assets entrusted to them, because it’s not true that 100 per cent of my clients have 100 per cent of their money with me. I know that, if I’m lucky, I have 70 or 80 per cent, but I would say more like 60 per cent of their money is with me. And the third thing that I want my clients to do is to refer some friends and family to me. So I need to understand what the driver is behind their satisfaction and to take steps in that direction. Performance is important, but it’s not the only driver. If the market goes down 20 per cent and my client loses 18 per cent, chances are he won’t leave me. If the market is up 15 per cent and my client makes 13 per cent, chances are he won’t leave me. However, if the market is up 15 per cent and my client is up 17 per cent – but I never call him, we don’t try to do a financial plan or a retirement plan for him, I don’t give him new investment ideas, and I have no contact with him – eventually that client will leave me. 22

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It sounds like you have a fairly good idea of what works, but what could research do to make it better? Where could research ﬁndings be improved to give you more insight about what you need to do as an advisor?

Research has shown that although performance is not the key driver, clients want to know how they are doing, and how they are doing compared to the rest of the world. Another thing that research has shown is that clients need to understand why their portfolio is doing well or not. Also, we’ve seen that clients need to have a discussion with you on a regular basis about their risk tolerance. Can they afford to lose x percentage if they know what they’re doing? Clients have shown that they’re more and more interested in being able to retire comfortably; and to do that, they need to work with a financial plan. The other element that’s important is clients’ wanting to understand how we are paid, because they need to understand the fee structure. They want to understand the fee structure, and they want to understand what value I give them for that fee structure. You’re being very positive, and I’m glad to hear it. But what more could you look for in your information feedback from clients, in order to help you?

I think that once I understand what those drivers are, my next step is to understand what combination of drivers is important for me and other advisors. My goal is to be a successful business person because, at the end of the day, that’s what we are. We are investment advisors; but it’s the business we’re in. Given that there are a lot of drivers, I need to understand where I should focus to increase the overall satisfaction of my clients. Above all, where should I focus first? I want to thank you, Frederic, for sharing your knowledge and experience with us.

DundeeWealth–DWM Securities Inc. is a wholly owned subsidiary of Scotiabank. Part of Scotiabank’s Global Wealth Management division, its acquisition was completed in 2011. DundeeWealth–DWM Securities provides diversified wealth and investment management solutions to advisors, institutions, corporations and foundations. Christian Mueller, PhD, CMRP, has been recently appointed to chief methodologist at Fresh Intelligence Research Corp. This is his 29th year as a professional marketing researcher. He may be reached at cmueller@freshintelligence.com or (416) 342-8228 ext. 618.

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2012 EDITORIAL

CALENDAR

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THE FUTURE - LOOKING AHEAD

November 2

F EATURE

Focus Groups with a Twist:

The Use of Online Diaries Traditional focus groups with students and young adults can yield very actionable results when active engagement with the topic is encouraged by the use of communications in a way that is preferred by this group – the online diary. Colleen Opseth with Lang McGilp

The young adult market is critical for communications providers. They are early adopters of new technology, over-the-top TV services, and social media, as well as heavy users of technologies such as texting. In particular, post-secondary students are a valuable market. Many will be making their own decisions about – and purchasing – communications and entertainment products for the first time. The Research Project: Student Campaign

The student–young adult market presents a unique challenge to marketers as well as marketing researchers. Those in this market grew up with the Internet and are extremely mobile. Cutting the cord – abandoning their local home phone – is more common in this age group, more so than with any other segment. In 2010, fifty per cent of households in Canada in the 18-to-34-year-old age group were using cellphones exclusively, up from 34 per cent in 2008. Only 8 per cent of all other households used a wireless device exclusively. For marketing researchers, this group presents another challenge. In 2008, the Council of American Survey Research Organizations (CASRO) estimated that cell-only households would eliminate 15 per cent of all adults and 30 per cent of young adults from traditional random digit dialing samples in the U.S. (see the presentation, “Cutting the Cord: Current Research on the Impact of Cell Phones on Survey Research in the U.S.,” presented by Abt SRBI’s John Boyle at the CASRO conference on October 15, 2008). 24

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SaskTel, a telecommunications provider based in Regina, Saskatchewan, was interested in conducting research with post-secondary students for two primary reasons: (1) to understand post-secondary students’ needs, wants and desires in relation to TV, Internet, home phone, and wireless services; and (2) to understand the students’ decision-making process with respect to entertainment and communications services, including factors affecting their purchase decisions. Insightrix Research, a full-service Saskatchewan-based marketing research agency located in Saskatoon, was engaged to conduct the study. Focus Groups, with a Twist

The use of traditional focus groups was selected as the research method, with one significant and unique difference: recruited participants were asked to complete an online diary to record their social activities, their experiences in the ways they communicate with family and friends, and what they did for entertainment prior to attending the focus group. The online diary is an updated study approach borrowed from the ethnographer’s tool kit, one that traditionally asked participants to record their activities and comments in a notebook. Tech-savvy young adults were expected to be very comfortable in participating in the online diary. The online approach allowed Insightrix to monitor participation in the diary, in real time, and to send out reminders; it also provided the benefit of richer, more accurate data. The diary was conducted over a seven-day period to ensure that weekday and weekend activities were diarized. To participate in the study, students were required to be attending university in Saskatoon or Regina, to be living on their own or with roommates, and to have at least two telecommunication services. Further to this, recruitment of

F EATUR E

a mixture of participants was based on gender, year of study, area of study, and origin of the student (within Saskatchewan, within Canada, or from abroad). The study was blind: the sponsor’s identity was revealed to participants only at the end of the focus group session. To minimize bias and potential behavioural change during the week of the study, participants were prevented from seeing each other’s diary entries. Participants were recruited during welcome week, at the beginning of September at the universities in Saskatchewan and Regina, through online ads as well as from Insightrix’s proprietary online marketing research panel. The goal was to recruit twenty participants in total (ten in each city) to complete the online diaries and attend the focus groups in each city. The expectation was that some respondents would stop participating partway through the research exercise, resulting in six to eight individuals who would complete the entire exercise in each city. Incentives were structured to encourage complete participation in both phases of the research. Focus groups were held in each city on the university campus. The main objective of the focus groups was to gather information about the student decision-making process with respect to entertainment and communications services, as well as to recap the students’ needs, wants and desires with respect to communications services. In addition, SaskTel’s fan page on Facebook was used to gather feedback from student fans. Each day, a question was posed to fans, offering a chance to win a BlackBerry. For example, fans were asked: “When moving away for school, what is the one entertainment or communication device you can’t live without?” Key Research Observations

The following key research observations were made through the week of the two-stage study: • Participants were very engaged: not one person withdrew from the study. • Texting was a critical way to remind students of their diary obligations, of the focus group session, and where the focus group was located. • Participants felt obligated to keep up with the diary and proactively contacted Insightrix if they fell behind. • Because participants were encouraged to complete their diary at the end of the day (just before going to bed) or before noon on the following day, issues with recall were reduced. • Participants were very frank with their entries. • A standard set of questions was asked each day, and a small number of topic-specific questions were featured. This approach proved very helpful. • Ten people x 7 days x 2 universities = a lot of entries. Over 4,000 comments were posted, resulting in a wealth of data. Given that no participant dropped out of the study, fewer

participants will likely be recruited at the initial stages of subsequent studies using a similar methodology. • Students were excellent focus group participants: they were able to provide accurate and detailed behavioural information because they had documented it throughout the week. Furthermore, they were honest about expressing interest in new concepts, evaluating advertising messages, and reporting intentions of switching providers based on specific criteria. “I was a little worried on the night the diary started,” confessed lead Insightrix researcher, Lang McGilp, “because no one had logged in. I texted all ten participants, and that sure lit a fire under their butts. Within fifteen minutes, seven of them were actively filling out the diary!” Some of the more interesting and informative diary entries made by the participants are worth quoting here. “Well, I managed to sleep in till 11 and watch some 90210 with my girlfriend, on her laptop, then made some dinner, and watched the game with my roommate and my girlfriend. Then I made some supper, and now I am partying.” “Before university started, I sent around 60 texts a month. Now that I don’t see friends and siblings as often, I was surprised to find I send around 60 texts a week, just to keep in contact with everyone. I have definitely found that living in a city makes you more dependent on technology.” “I found I texted people more during the week than the weekend.” “I find it frustrating that my phone doesn’t have WiFi. It’s a BlackBerry Tour. I really, really regret not getting a WiFi-capable device.” Conclusions

Our marketing group at SaskTel found the project results very actionable for this market. “The diary provided a window in the daily life of a student,” observed Greg Jacobs, the marketing analyst responsible for the student campaign. “Having them think about and record their activities yielded some real nuggets in terms of results.” Communicating with this market in the post-secondary students’ preferred ways – by the online diary – and using text messaging for ongoing communication helped ensure that participants were actively involved in the topic. As a result, this study offers numerous suggestions to improve engagement of students or young adults for marketing research. Colleen Opseth is a marketing manager (Research Services) at SaskTel. She can be reached at colleen.opseth@sasktel.com Lang McGilp, is a senior research executive with Insightrix Research Inc. He can be reached at lang.mcgilp@insightrix.com vue April 2012

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to our Corporate Client-Side Researchers MRIA greatly appreciates the contribution made to the Association by client-side researchers and would like to formally recognize the support made by the 90 MRIA Corporate Client-Side Researcher member organizations in 2012. The Corporate Client-Side Researcher Council (CSRC) has a full agenda to ensure that all client-side researchers collaborate and share best practices. As a key initiative, the CSRC wants to build a social network which has a stronger connectivity across client-side researchers in Canada. Several activities will be organized by the CSRC this year for researchers working for a Corporate Client-Side Researcher member, including the closing ceremony presentation and panel discussion on June 1, 2012 at the 2012 MRIA National Conference being held in St. John’s, NFLD. We hope to see you there! The organizations to the right are Corporate Client-Side Researcher members of MRIA in 2012 and the listing also indicates the corresponding number of individual members.

To join as a new Corporate Client-Side Researcher member of MRIA at no additional cost, please contact MRIA at: membership@mria-arim.ca or visit www.mria-arim.ca/MEMBERSHIP/CorporateTypes.asp

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ADP Canada (1) Alberta Tourism, Parks and Recreation (2) All Weather Windows (1) Alliance Data Loyalty Services (1) APTN (1) ATB Financial (8) Autodesk (1) AVIVA Canada Inc. (1) BC Automobile Association (2) BC Lottery Corporation (2) Bell Canada Market Knowledge Centre (7) Bell Media (1) BMO Financial Group (1) Cadre Consumer and Market Insights (2) Canada Mortgage & Housing Corp. (6) Canadian Air Transport Security Authority (1) Canadian Institute of Chartered Accountants (2) Canadian Tire Corporation Ltd. (6) CIBC Brand & Market Research (6) CIBC Client Experience Research (3) Cleo, a division of Comark (1) Coastal Community Credit Union (2) Coca-Cola (10) Collège de Rosemont (1) Commins, Wingrove (3) ConAgra Foods Canada (3) Desjardins General Insurance Group (3) Desjardins Sécurité Financière (8) Farm Credit Canada (8) Foreign Affairs and International Trade Canada (1) Foresters (1) Gaz Métro (1) GlaxoSmithKline (9) HSBC Bank Canada (1) Hydro One Networks (1) Hydro-Québec (1) ING Direct (2) Insurance Corporation of British Columbia (ICBC) (3) Interactive Advertising Bureau of Canada (1) Intuit Canada, Global Business Division (2) Investors Group (1) Ivanhoe Cambridge Inc. (3) Johnson & Johnson (2) JTI Macdonald Corp. (2) Kellogg Canada Inc. (2) Kraft Canada Inc. – Consumer Insight & Strategy Group (28) LCBO (8) Leo Pharma Inc. (2) London Life Insurance Company (4) L’Oreal Canada (2) Manitoba Hydro (1) Manitoba Public Insurance (13) Manulife Financial (5) McCain Foods – Canada (3) McDonald’s Restaurants of Canada Ltd. (3) MD Physicians Services Inc. (2) Merck Consumer Care (1) Microsoft Canada (1) Molson Coors Canada (2) MTS Allstream (3) National Bank of Canada (3) Nestle Canada Inc. (3) New Brunswick Department of Tourism and Parks (1) Ontario Lottery & Gaming Corporation (6) Ontario Power Authority (2) Parks Canada (4) Passport Canada (1) PepsiCo Canada (6) PMB Print Measurement Bureau (2) Pollard Banknote Limited (1) Public Works & Government Services (3) RBC Financial Group (10) Rogers Media Inc. (4) SaskTel (1) Scotiabank Market Research & Customer Segment (9) Shoppers Drug Mart (1) Sklar Wilton & Associates Ltd. (17) Sobeys Inc. (10) Société de Transport de Montréal (1) TD Bank Financial Group (25) Teletoon Canada Inc. (1) Telus Communications - Market Research (11) The Business Depot Ltd. (2) Unilever Canada (3) Union Gas Limited (3) Vancity Savings Credit Union (3) Vidéotron (1) vivid connections inc. (4) Whirlpool Canada LP (1) Yahoo! Canada Inc. (3)

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QUALITATIVE RESEARCH REGISTRY (QRR) In accordance with federal privacy laws, MRIA’s Qualitative Research Registry (QRR), or Registre de la recherche qualitative (RRQ) in French, was created to provide an ongoing, user-friendly vehicle for tracking those who do not want to be contacted or should not be contacted for qualitative research studies.

QRR is a comprehensive do not call list of those who have recently participated in qualitative research studies, those who have asked not to be contacted further, and those felt by recruiters and moderators to be best served by not being contacted. These respondents are marked as “do not call” in accordance with established MRIA Standards. All field and full-service companies are encouraged to submit a list of their qualitative respondents for entry into the QRR system each month, including those who do not wish to be contacted. Participating firms will receive monthly updates of respondents to be screened from qualitative recruitment samples. QRR works effectively to increase the quality and integrity of the qualitative research process, by serving as a control to ensure respondents are not contacted more frequently than is necessary. However, the ability of the system to function effectively is directly related to the co-operation received from firms who provide recruitment services. If you are a full service research firm or field supplier that is currently participating in the Qualitative Research Registry program – thank you very much and keep up the good work! If you are not currently participating, please get involved! If you are interested in submitting to QRR, please visit the MRIA website at www.mria-arim.ca/QRD/QualResearchRegistry.asp for further explanation and guidance on how to submit qualitative research participants’ names, along with the required electronic forms.

THE FOLLOWING COMPANIES HAVE SUBMITTED NAMES TO QUALITATIVE RESEARCH REGISTRY FOR JANUARY 2012 ATLANTIC Ideaspace Opinion Search R.I.S. Christie Tann Research/Head Count

ONTARIO Barbara C. Campbell Recruiting Consumer Vision CRC Research Dawn Smith Field Management Services Inc. I & S Recruiting Ideaspace Nexus Research Opinion Search Quality Response R.I.S. Christie Research House Inc. Research Professionals Tann Research/Head Count

QUEBEC CRC Research MBA Reserche Opinion Search R.I.S. Christie Research House Inc.

WEST QUALITATIVE RESEARCH REGISTRY SUBMISSIONS SHOULD BE SENT TO: QRRQ@MRIA-ARIM.CA Submission templates and payment forms can be found at www.mria-arim.ca/QRD/QualResearchRegistryForms.asp

Barbara C. Campbell Recruiting CRC Research Ideaspace Opinion Search R.I.S. Christie Research House Inc. SmartPoint Research Inc. Trend Research

Rules of Conduct and Good Practice for Members of the Marketing Research and Intelligence Association (2007), Section C Rules Speciﬁc to the Conduct of Qualitative Research: 20. Recruiters should provide accurate data to the Qualitative Research Registry, where such exists, on a consistent basis and check all respondents against the Registry.

21. Moderators buying recruiting services should give primary consideration to recruiting agencies which submit to the Qualitative Research Registry, where such a service exists, on a regular and ongoing basis.

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RRS

RESEARCH REGISTRATION SYSTEM Since 1994, the RRS has allowed respondents to verify the legitimacy of a research project; helped legislators and regulators differentiate between legitimate survey researchers and unscrupulous telemarketers, phishers and scammers; and protected the industry from unnecessary and unwanted regulation.

RRS

MRIA’s Research Registration System (RRS) has long been a cornerstone self-regulatory mechanism for the marketing, survey and public opinion research and market intelligence industry in Canada. Combined with other self-regulatory initiatives such as our Code of Conduct and Good Practice and our Charter of Respondent Rights, the RRS has paid huge dividends in protecting the industry’s positive reputation and good name with Canadians. All Gold Seal and Basic Corporate Research Agency members of the Association are obligated to register all of their research projects with the RRS, and ClientSide Corporate members are encouraged to require their agency suppliers to do so. MRIA’s Research Agency Council provides strategic, policy-level oversight of the Research Registration System, and receives aggregate data-only on the System’s performance.

Questions about the Research Registration System should be addressed to Sylvie Corbeil-Peloquin, Manager, Member Services, at 1-888-602-6742 or 905-602-6854, ext. 8726 or scorbeil@mria-arim.ca or, in her absence, Executive Director Brendan Wycks at ext. 8724 or bwycks@mria-arim.ca.

THE FOLLOWING COMPANIES HAVE REGISTERED RESEARCH PROJECTS WITH THE RESEARCH REGISTRATION SYSTEM DURING JANUARY 2012: GOLD SEAL CORPORATE RESEARCH AGENCIES Advanis Inc Advitek Inc. BBM Analytics BBM Canada Blue Ocean Contact Centers Canadian Viewpoint Inc. Consumer Vision Ltd. Corsential ULC Elemental Data Collection Inc. Harris/Decima Inc. Hotspex Inc. Ipsos Reid Corporation MarketQuest-Omnifacts Research MBA Recherche MD Analytics Inc. Nanos Research NRG Research Group Opinion Search Inc. R.A. Malatest & Associates Ltd. Research House Inc. Research Now Tann Research Services Inc. Tele-Surveys Plus / Télé-Sondages Plus TNS Canadian Facts

Rules of Conduct and Good Practice For Members of the Marketing Research and Intelligence Association (2007):

Section A (5) Members must uphold the MRIA Charter of Respondent Rights.

Charter of Respondent Rights, Article 2 You can verify that the research you have been invited to participate in is legitimate in one of two ways. You can either obtain a registration number and the MRIA’s toll-free telephone number for any research registered in the MRIA’s Research Registration System or you can obtain the contact information of the research director who is conducting the study.

BASIC CORPORATE RESEARCH AGENCIES Arcus Group Goss Gilroy Inc. Illumina Research Partners Network Research Field Services Inc Nexus Market Research Inc. Panoptika Inc. Quality Response Inc.

www.mria-arim.ca/RRS 28

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PEOPLE AND COMPANIES IN THE NEWS • To read more news online, or to submit your “People and Companies in the News”, simply ﬁll out our online form at www.mria-arim.ca/PEOPLE/People.asp. • The Vue editorial team reserves the right to select and edit your submission for appearance in Vue. • MRIA is neither responsible for the accuracy of this information nor liable for any false information.

The Spring 2012 Edition of the Greenbook Research Industry Trends Report is Now Available In its 11th year, GRIT is the leading and most comprehensive survey of the global market research industry. www.greenbookblog.org/GRITSpring-2012/ Decipher Releases Customizable Reporting Dashboard Users of the company’s survey and reporting platform can now instantly view crucial data in presentation-ready format. The new reporting dashboards are available to all clients utilizing Decipher’s research services or software products. Some of the benefits of the new Beacon reporting dashboard include: • Customizable tables and charts that can pull from multiple data sources and variables • Numerous chart types and flexible layouts to fit specific user needs • Ability to incorporate corporate branding • Public or restricted dashboard access • www.decipherinc.com International Conference on Methods for Surveying and Enumerating Hard-to-Reach Populations, October 31 – November 3, 2012; Marriott New Orleans at the Convention Center, New Orleans, Louisiana, U.S.A. The H2R 2012 conference will bring together survey

methodologists, sociologists, statisticians, demographers, ethnographers and other professionals from around the world to present new and innovative techniques for surveying hard-to-reach populations. A selection of contributed papers will be published in a peer-reviewed issue of the Journal of Official Statistics. For information, visit www.amstat.org/meetings/h2r/2012 Appointment Notice: Jan Oostveen, Director General, efamro. Jan Oostveen was appointed as efamro Director General in January 2012. He is the former CEO Northwest Europe at Millward Brown and a former Chairman of the market research agency section of MOA. He has been a market research entrepreneur, a regular speaker at marketing and marketing research conferences and author of many publications regarding the market research business including the first and subsequent editions of the ESOMAR Industry Report. www.efamro.eu Mozilla Launches Tool to Expose Online Tracking Non-profit body The Mozilla Foundation, developer of the Firefox browser, has launched an add-on tool to provide a real-time visualization of websites tracking users’ online behaviour. Mozilla CEO Gary Kovacs comments: “Collusion will allow us to pull back the curtain and provide users with more information

about the growing role of third parties, how data drives most web experiences, and ultimately how little control we have over that experience and our loss of data.” www.press@mozilla.com Research Now Clients across North America Can Now Gather D-U-N-S® Numbers on Business Panelists in Canada and Europe Enabled by Dun & Bradstreet®, Research Now’s dynamic tool will enable deeper analysis and segmentation of B2B respondent data outside of the United States. The tool was ﬁrst launched on Research Now’s U.S. business panel in October 2011, where SIC codes are also available, and is exclusive to Research Now among online panels. www.researchnow.com Local Wines Bode Well with Residents of Ontario, with or without the VQA Logo ACCE investigates the wine consumption trends and behaviours of Ontario consumer. A recent study was conducted in the Greater Toronto Area (GTA), Ontario amongst roughly 1000 wine consumers regarding various topics involved in wine purchasing behaviour. According to Kate Biggs, wines produced in Ontario are the most frequently purchased wines compared to any other region

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People and Companies in the News sponsored by:

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at an astonishing 41%, which is more than double of any other listed region including such dominating players as Australia, Italy, France and Chile. The overwhelming acceptance towards Ontario wines is driven by a strong desire for supporting the local economy and wine producers specifically. www.acceintl.com SSI Names Christopher Fanning as Its New Chief Operating Officer SSI announced today that it has appointed Christopher Fanning as its new Chief Operating Officer. Fanning will focus on optimizing SSI’s core sampling and data collection services, taking immediate responsibility for its North American and Latin American markets. He brings a 25-year track record of success in business management, executive leadership, strategic planning and operational excellence to his new role. www.surveysampling.com GfK Increases Dividend by 35% In 2011, GfK improved both its consolidated total income and sales, reaching new record values. Consolidated total income rose by 4.9% and therefore exceeded the already pleasing value of the prior year. In addition, it was a year which signalled a change and marked the beginning of a new organization. Business success was largely attributable to the Custom Research and Retail and Technology sectors, both of which registered increased sales and income. www.gfkamerica.com/newsroom/ press_releases/single_sites/009565/index. en.html Ipsos/RBC Consumer Outlook Index: March 2012 American consumer confidence is up for March 2012 to the highest levels seen since the start of the recession. The main drivers of this surge in confidence is improved employment confidence and the associated decline in concern with personal financial health. This is despite continued pressure on the wallet from high fuel prices and international financial instability. www.ipsos-na.com

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TNS Makes Webb Head of Digital In the U.K., TNS has promoted Joseph Webb – who joined the company as a graduate trainee as recently as 2007 – to the position of Head of Digital. Webb (pictured) was promoted to the post of Technology Consultant before moving two years ago to run the firm’s Digital Life study, which TNS describes as the largest study of the global digital consumer ever conducted. www.tnsglobal.com Ipsos and Innerscope Link for TV Biometrics In New York, Ipsos MediaCT and biometric measurement specialist Innerscope Research have designed a new methodology, emoTV, which measures both the conscious and unconscious responses of audiences to TV shows. Last year, Innerscope and Ipsos partnered to integrate the former’s measures of unconscious emotional engagement into Ipsos’ products. Their new joint product combines three methodologies – biometric research, nationwide survey data, and biometrically-informed focus groups – to provide a “complete evaluation” of how a target audience responds to a new TV pilot or recurring show. www.ipsos-na.com and www.innerscope.com Viacom Launches Cross-Media Targeting Platform U.S. entertainment brand Viacom has launched a new audience targeting capability called “Surround Sound,” offering advertisers the chance to reach specific audiences on every digital platform of the company’s media portfolio, including MTV, Nickelodeon and Comedy Central. Viacom’s audiences span TV, motion pictures, online, and mobile platforms in more than 160 countries and territories. The firm has over 2,500 interactive media properties reaching a global audience of nearly 700 million. Surround Sound offers advertisers targeted media buys across nearly 100 million homes on-air, and more than 80 million unique visitors online, as well as mobile and email users nationwide. The system uses Adobe’s AudienceManager to provide a single view of Viacom’s crossplatform data assets. www.viacom.com

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Change:

MRIA Institute for Professional Development

It’s More Than the Stuff That Rattles Around in Your Pocket Stephen Popiel, PhD, CMRP

When I look back at the changes that the previous two deans of the Institute for Professional Development have implemented, I am in awe. Cam Davis and the team built the institute, and they worked with the MRIA board to develop the Maintenance of Certification Program (MCP). Jeannette Bellerose and the team moved our course offerings online, further developed the MCP and created the very easy to use MCP tracker website (www.CMRP-MCP-Tracker. com). Jeannette also put in place a number of processes that make the job of dean much easier. I come in to a position with clear processes for developing the Comprehensive Marketing Research Exam (CMRE) and for marking protocols, as well as for collecting and using feedback from course participants and exam writers. For these advances, I am forever in her debt. I am left wondering what there is for me to do. Luckily, the board continues to place education at the forefront of its strategic plan. A wider and more diverse set of course offerings has been requested and is being developed – courses for mid-career professionals, to help them move up the ladder, and courses that focus on some of our specialty areas. The CMRP structure is being evaluated with the goal of making the CMRP designation even more desirable. My main goal as dean is to increase the number of CMRPs. On a personal note, I decided a couple of years ago that I should get the CMRP, so I wrote the exam (I missed out on the grandfathering by one year). The exam was challenging, but the end result was well worth the effort. The CMRP is beginning to gain some traction. Clients – some but certainly not all – are beginning to ask for CMRPs to work on their projects, and suppliers are beginning to look for the CMRP designation when making hiring decisions.

Over the next two years, I would like to see these trends become more and more apparent. As Marty Goldfarb used to tell me, “Marketing is a force for change,” meaning that the dean is really a marketer. I will be that force for change, the voice that transforms the so often heard “What’s in it for me?” into “I’d better get my CMRP.” The CMRP is about so much more than “me.” It’s about our industry, our professionalism, our future. It is the way each and every one of us says that we know what we are doing, and it tells the world that we are keeping up to date with the latest changes in research. I am a firm believer in luck, and luckily I am working with a wonderful team that includes Fergus Gamble, CMRP, the portfolio chair; Fania Borok, manager; Daniel Borok, coordinator; and the members of the Certification Advisory Committee: Margaret Brigley, CMRP; Alain Choiniere, CMRP; Tawnya Crerar, CMRP; David MacDonald, CMRP; and Carol Wilson, CMRP. I couldn’t ask for a better group of people, and we are going to have a lot of fun these next few years. So I leave you with this warning: When we next meet, be it at a conference, a meeting or a street corner, I will ask you either when you are going to be writing the exam or what you are doing to promote the CMRP. Stephen Popiel, PhD, CMRP, is manager of Marketing Research for TD Bank, America’s Most Convenient Bank. His career in marketing research spans more than twenty years and includes work for Environics, Goldfarb Consultants, Millward Brown, Synovate and Hotspex. Stephen is an active volunteer leader within MRIA, serving as the newly-appointed dean of the Institute for Professional Development, and as the chair of Publications (since 2009). He can be reached at Stephen.Popiel@td.com vue April 2012

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MRIA INSTITUTE FOR PROFESSIONAL DEVELOPMENT INSTITUT DE DÉVELOPPEMENT PROFESSIONNEL DE L’ARIM

Congratulations to the New CMRPs of 2012! Félicitations aux nouveaux PARM de 2012! MRIA extends hearty congratulations to the following members who have earned the coveted Certified Marketing Research Professional (CMRP) designation by writing and passing this year’s winter sitting of the Comprehensive Marketing Research Exam (CMRE) / L’ARIM félicite chaleureusement les membres suivants qui ont reçu la désignation convoitée de professionnel agréé en recherche marketing (PARM) après avoir réussi l’examen écrit d’accréditation en recherche marketing (EARM) lors de la séance d’hiver cette année : Jillian Barber Sharon Broughton Ava Clark Donya Germain Kathy Hopkinson Kira Murdock Scott Patton Nancy Radman Jhumur Saha Choudhury Margaret Tso

Research Associate Manager Brand Development & Guest Insights Marketing Research Manager Director of Consumer Research Consumer Research Manager Research Manager Sr. Business Analyst Research Analyst Research Manager Consumer Research Analyst

Environics Research Group Limited Suncor Energy Canada Post Corporation ACCE International ACCE International Teletoon Canada Inc. Manitoba Public Insurance Tourism British Columbia ECO Canada Cadillac Fairview Corporation Ltd.

Toronto Mississauga Ottawa Mississauga Mississauga Toronto Winnipeg Vancouver Calgary Toronto

For more information on attaining the CMRP designation and for a complete list of all MRIA CMRPs, visit www.mria-arim.ca/AWARDS/CMRPDefinition.asp Pour obtenir plus de renseignements sur la désignation de PARM et pour obtenir une liste complète de tous les PARM de l’ARIM, visitez le site www.mria-arim.ca/AWARDSFRE/CMRPDefinition.asp

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GET YOUR CMRP DESIGNATION! The CMRP (Certiﬁed Marketing Research Professional) designation signiﬁes a high level of knowledge and capability in marketing research theory and practice, and adherence to rigorous ethical standards set out in MRIA’s Code of Conduct and Good Practice.

BY ACHIEVING A DESIGNATION YOU: • Conﬁrm your broad competency and mastery of theoretical and practical knowledge required to maximize value to your organization and clients; • Better position yourself for career advancement and greater earning power; • Demonstrate your commitment to continued professional development and to upholding the highest level of professional ethical standards.

The CMRP can be obtained by writing the Comprehensive Marketing Research Exam (CMRE). The next CMRE will be held on June 29, 2012. Application deadline: June 1, 2012. Apply now!

CMRE PREP WORKSHOP: PREPARE FOR THE EXAM! A Prep Workshop is available for those who want to brush up on material and on exam techniques, to prepare for the CMRE. This two-day CMRE Prep Workshop will be offered in Toronto on June 14-15, 2012 and in St. John’s, Nﬂd. on May 29-30, 2012. The enrolment to this unique Workshop is limited to 15 registrants per workshop, so don’t delay and reserve your seat TODAY.

102-ETHICAL ISSUES AND PRIVACY IN MARKETING RESEARCH This course introduces participants to the key ethical concerns in the management of the research process. The course focuses on the responsibility of researchers to the public, users of marketing research, clients, and suppliers. This is a mandatory course for all CMRE writers, with the exception of RAP and MBIR graduates. This course will be offered in Halifax on April 25 and in Toronto on May 28. Register early and save $100!

MRIA Institute for Professional Development

For more information on the CMRE, please visit: www.mria-arim.ca/EDUCATION/CMRE.asp or contact us at education@mria-arim.ca vue April 2012

COLUMNISTS

INNOVATION AND CREATIVITY Collaboration and Improvisation Margaret Imai-Compton, CMRP RD Centre for Learning

It may seem curious to link Charles Darwin, the legendary naturalist, with the innovation principles and systems that we use today. Over 150 years ago, he said, “In the long history of humankind (and animalkind, too), those who learned to collaborate and improvise most effectively have prevailed.” Creative collaboration is one of the most powerful principles in successful innovations – and yet, do we in fact collaborate? Our society makes it possible for us to live and work in groups but, for the most part, we keep to ourselves. When you play Lone Ranger, you limit yourself and your creative potential. So look for ways to participate in joint projects; seek trusted friends, mentors and colleagues from whom to solicit ideas; and ask them to act as sounding boards for your ideas. The other idea that Darwin suggested is improvisation. Instead of taking inventory of what you have, in order to see what you can build, turn the tables around and first decide what you need to build; then see how you can adapt your resources to get the job done. The reality is that, whatever you set out to do, there will always be parts of it that are unknown or unplanned; so collaborate with someone who does know, who has the skill set to get you unstuck. Or improvise with someone who’s creative; even if the method is unconventional, the results may surprise and delight.

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Darwin said that collaboration and improvisation guide the path to survival. What’s more, in a creative context, collaboration and improvisation are more than just dynamic processes; they might even be fun.

CSRC I’m Ready for Innovation – Impress Me! Kristian Gravelle Kraft Canada

It doesn’t matter how hard you try: You will not be able to put a square peg into a round hole. I recently had the privilege of participating as a panellist at two conferences: the Toronto chapter conference of the American Marketing Association (AMA), and MRIA’s fullday Qualitative Research Division (QRD) conference. They each catered to a different audience: the AMA was geared toward marketers, while the QRD was predominantly attended by qualitative suppliers. Nevertheless, there was a common theme – innovative tools and techniques in research – and there was excitement in both. While excitement behind innovation is great, sometimes a focus group is still the best tool. The question is “How do you know what to use and when?” Unfortunately, the answer is not all black and white. However, here are some thought starters: Organizations that tend to be more conservative in their approaches will take more time to be wooed with cutting-edge innovation.

COLUMN I STS

When dealing with consumers who have an affinity to the online–social media realm, technological tools will be best. If you need to cover large geographies or work in categories with low incidences, net-based tools work very well. If you have flexibility with your timelines and are investigating strategic thinking, face-to-face engagement will yield best results. In any case, the success of your projects will be determined by an open and honest discussion with your internal stakeholders and your research suppliers. If you are a supplier, providing case studies that explain a methodology is always appreciated, especially when collaborating with risk-averse organizations.

QUALITAS Is It Bad to Have Too Much Fun? Caroline Freakes Ipsos Reid UU - Qualitative

There is concern that a qualitative discussion that is too much fun for respondents can influence response, say, towards a concept or product idea. But is this concern legitimate? Before we answer this question, think about a time when you were in a meeting where, maybe, some difficult or less than exciting issues were being discussed. Was it easy to open up when the energy in the room felt flat, or you felt that you were being judged, or you were nervous about what you wanted to say? No, it wasn’t. However, adding a little laughter to a situation can ease it, helping everyone to feel more relaxed, open and engaged – with the topic and with each other. And it can help you think more objectively about both positive and negative issues, leading to a richer and more productive discussion. The same is also true in a qualitative discussion. Taking a discussion about a potentially dull, serious or dry subject and making it fun can help respondents open up, relax, and share their true, underlying feelings. Doing so also helps engage respondents rather than readily turn them off. Take finance as an example. This is a personal issue for many, but it can also be considered a little dry and confusing, especially given the complexity of the jargon. Yet, by introducing techniques such as role-playing or wacky hats, you can help respondents really engage with the topic and open up on a new, refreshing level. Warning: It is true that a session that is too much fun can become silly or even provide permission for excessive negativity. This potential needs to be carefully managed; but any experienced moderator knows just how to do so.

So, can a group be too much fun? Yes, it can. But leveraging fun to really engage respondents can result in refreshing insight and a great night for all.

THE COURT OF PUBLIC OPINION Dare to Repair Ruth M. Corbin, CMRP CorbinPartners Inc.

Vue’s “Dare to Compare” series over the past several months offered case study examples of ways to avoid the landmines surrounding comparative advertising. Rafe Engle, outside legal counsel to Advertising Standards Canada (ASC), offered a much appreciated comment on part one of the series. In that article, “puffery” was described as a possible defence to a competitor’s claim that your ad’s comparison is unfair or untrue. Rafe’s concern was that the article’s unlimited reference to puffery might leave the impression that the Canadian and American interpretations of and position on puffery are identical. Certain American courts have found that puffery is an acceptable defence if the ad does not create a misleading general impression. Acceptance in Canada of the puffery defence is neither universal nor categorical. In a recent ASC seminar, puffery was described as “a general claim of superiority over comparable products that is so vague it can be understood as nothing more than a mere expression of opinion, or an exaggerated, blustering, and boasting statement upon which no reasonable buyer would be justified in relying.” It sounds like an innocent enough basis for creative advertising. But applying that standard to a real-life advertising dispute can prove more complicated than the simple words suggest. On another matter, Rafe thought it worth keeping in mind that research which supports competitive claims has a shelf life. The comparative claim should remain as defensible during the course of the ad campaign as it was when the research was conducted. “Since research is, in effect, a snapshot, a time capsule,” Rafe observed, “what may have been the case when the research was conducted may become outdated – or irrelevant – when comparative claims supported by the research are publicized in advertising. The compared-to products may have been reformulated or redesigned. The competitive environment may have changed materially.” vue April 2012

COLUM N ISTS

And as for using the word new to grab attention, the shelf life for new in today’s market may arguably be shorter than the conventional wisdom of a twelve-month window. Thank you Rafe. Comments or requests for future column topics are always welcome. Please email rcorbin@corbinpartners.com

STANDARDS MRIA Adopts ICC/ESOMAR Code Donald Williams NADbank

In 2008, MRIA’s national board of directors approved the endorsement of the International Chamber of Commerce/ ESOMAR Code on Market and Social Research. And in October 2011, it voted to move to the next step, which would lead to the adoption of that code. The MRIA board acknowledged that the pace of change in the marketing research environment would require frequent and relevant updates to marketing research standards. The MRIA Standards Committee is currently conducting a concordance review of the ICC/ESOMAR code of conduct versus the existing MRIA code. The committee will create an addendum that includes standards and guidelines unique to the Canadian marketing research environment. Global Updates

In January 2012, a new global trade association, Mobile Marketing Research Association (MMRA) was launched. The main objective of this association is to develop professional standards and ethics related to the use of mobile devices for marketing research. For more information, visit www.mmraglobal.org In December 2011, the European Pharmaceutical Market Research Association (EphMRA) revised its code of conduct to reflect the proposed ESOMAR definition of social media. Over the past few years, the number of EphMRA members using social media has increased significantly. The revised definition of social media brings the association in line with other marketing research associations. In January 2012, the European Commission (the executive body of the European Union) announced its decision to move ahead with comprehensive reform of the EU’s existing data protection rules. These rules would strengthen online privacy rights. While not directly tied to the marketing research industry, the new rules could potentially impact new data collection techniques. 36

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BRAVE NEW WORLD Making Sense of the Online Consumer Corrine Sandler Fresh Intelligence Research Corp.

Universal interconnectivity means that everything in life is inextricably connected. And this interconnectivity has dramatically changed the consumer shopping experience. Today, consumers are connected to numerous social networks 24-7 via multiple media, and they use these platforms to talk, research, buy, and stay informed, as well as to report on and entertain themselves. As mobile Internet penetration continues to grow, shoppers are becoming accustomed to a culture of real time, of instant feedback and advice. No corporate claim is left unverified, no offer unexamined, no product purchased without first comparing competitive claims: the Internet is the zero moment of truth. The trick for researchers is to make sense of all this online chatter in order to draw conclusive insights. Google+ and Facebook are already inviting their users to categorize contacts into various circles or lists – a trend that makes us wonder when product reviews and other content will be streamed so that individuals see only the views of their most trusted contacts, or else the views of those who match their own demographic profiles – a feature that will aid in unearthing valuable insights from this space. Complementing social media findings with traditional marketing research will enhance our level of understanding about the way consumers feel about products and brands. Take continuous tracking, for example. Overlaying the traditional tracking method with social media listening promises to yield deeper insight into the relationship between social campaigns and ad spend, on the one hand, and brand usage and preference, on the other. Constant connectivity is revolutionizing the way we shop for products one click at a time. Hence, researchers need to welcome social media analytics into their tool box so that they can deliver the most accurate and real-time insights possible. The escalating use of social media is an important technological trend that has big implications for how researchers (and people in general) communicate and collaborate with respect to various products, services and brands. Researchers have a huge amount to gain from engaging with social media in various aspects of their work.

faits drôles

Le magazine Vue a besoin de votre aide. Nous cherchons toujours des façons de rendre Vue plus intéressant et pertinent pour les membres, et nous désirons que vous participiez à l’idée ci-dessus : Nous songeons à lancer la nouvelle chronique « Faits drôles » qui sera publiée chaque mois dans Vue et nous avons besoin de votre aide pour remplir la page.

La chronique comprendrait plusieurs faits drôles brefs sur les Canadiens provenant de recherchessondages et c’est là que nous avons besoin de votre aide. Accepteriez-vous de poser quelques courtes questions pointues, à votre choix, que nous pourrions inclure dans la page chaque mois? Il peut s’agir de n’importe quel type de « fait drôle » tel que la différence dans l’utilisation du PVR entre un chat et un chien ou le nombre de personnes qui croient au lapin de Pâques. Nous demandons à toutes les entreprises qui effectuent une recherche auprès de panels et/ou multi-intérêts de poser des questions du genre pour que, idéalement, vous n’ayez à inclure qu’une question par numéro. Nous ferions référence à votre entreprise dans l’article (pas plus de 100 mots) pour qu’en plus d’aider Vue, vous ayez droit à un peu de RP gratuites en échange. Les thèmes rédactionnels de 2012 sont résumés dans le calendrier ci-dessous contenant la date de tombée de votre « Fait drôle ».

janvier / février RECHERCHE PAR APPAREIL MOBILE | 3 janvier mars ENTREPRENEURIAT | 3 février avril FINANCES | 2 mars mai LA CONFÉRENCE NATIONALE | 3 avril juin MÉDIA ET JOURNALISME | 3 mai juillet / août TOURISME | 4 juin septembre ÉDUCATION | 3 août octobre GOUVERNEMENT ET DIVERSITÉ | 3 septembre novembre IMAGE DE MARQUE ET PUBLICITÉ | 3 octobre décembre LE FUTUR – PERSPECTIVES D’AVENIR | 2 novembre Cependant, vos questions n’ont pas besoin d’être reliées au contenu rédactionnel du numéro.

Si vous avez des questions au sujet de cette initiative ou désirez en discuter, n’hésitez pas à m’appeler (416) 271 8454) ou à m’envoyer un courriel (stephen.popiel@td.com). Merci d’avance d’avoir pris ce message en considération et d’aider le magazine Vue, le magazine de l’ARIM. Cordialement, Stephen Popiel Ph.D. PARM Président, Publications voix : (416) 271-8454 | courriel : stephen.popiel@td.com

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fun facts

Vue magazine needs your help. We are always looking for ways to make Vue more interesting and relevant to members and want your input on the following idea: We are considering starting a new “Fun Facts” column in Vue each month and need your help ﬁlling the page.

This column would include a number of short, fun facts about Canadians coming from survey research, and this is where your help is required. Would you be willing to run a few short, snappy questions, entirely of your choosing, that we could include in the page each month? This could be any type of fun fact, such as the difference in PVR usage between cat and dog owners or the number of people who believe in the Easter bunny. We are asking all companies with a panel and/or complete syndicated research to do this, so ideally you would only have to include one question per issue. Your company would be referenced in the write-up (no more than 100 words) so, in addition to helping out Vue, you would be getting a bit of free PR in the deal. The 2012 editorial calendar is summarized below, along with the date by which your fun fact has to be submitted.

If you have any questions about this initiative or wish to discuss further, please do not hesitate to call me (416) 271 8454) or email me (stephen.popiel@td.com). Thanks in advance for considering this and helping out Vue magazine, the magazine of the MRIA. All the best, Stephen Popiel Ph.D. CMRP Chair, Publications MRIA voice: (416) 271-8454 | email: stephen.popiel@td.com

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TIMELESS PAPERLESS

VIRTUALLY MEDIA KIT AVAILABLE FOR DOWNLOAD AT WWW.MRIA-ARIM.CA/ADVERTISING/PDF/VUE-ADGUIDEENG.PDF

With Vue magazine, now available both in print and online versions, you have more options and greater ﬂexibility to read those articles that matter most to your business and to your career. View a sample at www.mria-arim.ca/Archive/ VueFlipBookArchive.asp Opting out of receiving the print version of Vue is the right thing to do on many levels – go to MRIA’s portal, under Membership and opt out today. www.mriaportal-arimportail.ca