MRIA Vue June 2011

the magazine of the Marketing Research and Intelligence Association

JUNE 2011

Interview with Jack Jedwab Words I’ll

Live to Regret

Demystifying CI in Pharma: Challenges and Opportunities

Canadian Publications Mail Agreement #40033932

Jack of All Shades Tapping into the Shopper’s Emotional Command Centres

Listening Matters Sometimes even the obvious gets overlooked. At Logit we not only hear what is being said, we listen to what our clients are saying.

We’ve heard that our experience in data collection, processing and research consultation is considered industry leading. We strive to understand our clients needs so that we get it right the first time, every time.

Call John Wulff at 1-866-845-6448 ext 248 and he’ll be thrilled to listen. www.logitgroup.com

JUNE 2011

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

COMMENTARY 4 6 10

Editor’s Vue President’s Letter Message from the Executive Director

FEATURES 14

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22

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INTERVIEW WITH JACK JEDWAB The executive director of the Association for Canadian Studies talks about the challenges facing Canadian multiculturalism and the changing meaning of community in a digital world.

by Stephen Popiel WORDS I’LL LIVE TO REGRET Do you think you can say something online, perhaps a quick Facebook status update or a short tweet, and still retain full privacy? Well, think again.

by Annie Pettit TAPPING INTO THE SHOPPER’S EMOTIONAL COMMAND CENTRES: RETAIL APPLICATIONS OF DEEPER PSYCHOLOGICAL INSIGHTS By understanding the shopper’s emotional brain, retail companies can develop communication plans that facilitate communication strategies, obtain shopper insights, and create long-lasting loyalty.

by Corrine Sandler DEMYSTIFYING CI IN PHARMA: CHALLENGES AND OPPORTUNITIES This article looks at the competitive intelligence in this country’s pharmaceutical industry, identifying some of the basic issues and highlighting some of the opportunities available.

by David Lithwick and Sylvia Helene Perras

INDUSTRY NEWS 30 32 33

People & Companies in the News Qualitative Research Registry (QRR) 2010-2011 MRIA Awards & Recognition

PROFESSIONAL DEVELOPMENT 34 35

Education Courses Looking Back and Looking Foward

COLUMNISTS 36

QUALITAS

by Caroline Freakes

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B2B REPORTER

by Ruth Lukaweski

36

STANDARDS

by Donald Williams

37

THE COURT OF PUBLIC OPINION

by Amy Charles

ADDRESS 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 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@bell.net EDITOR-IN-CHIEF David Hamburg, Hamburg Consulting (514) 748-1827 david.hamburg@sympatico.ca MANAGING EDITOR Anne Marie Gabriel, MRIA amgabriel@mria-arim.ca ASSOCIATE EDITORS Kevin Hare kevin.hare@rci.rogers.com Claire Bazley cbazley@indigo.ca COPY EDITOR Siegfried Betterman 2011 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: June, 2011 © 2011.

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

CO M M E N TARY / COMMENTAIRE

Editor’s Vue David Hamburg

your time reading it. Until next month.

Je suis enthousiasmé par le retour au foyer de Vue ce mois-ci de l’ancien rédacteur en chef Stephen Popiel dans son entrevue avec Jack Jedwab, le grand chef de l’Association d’études canadiennes. C’est un article que je veux depuis que je suis devenu rédacteur en chef. Voilà des années que je lis au sujet de la recherche pénétrante que Jack Jedwab effectue sur le multiculturalisme au Canada et, grâce à son travail, je comprends mieux le processus d’évolution de notre pays.

Annie Pettit, recherchiste en chef chez Conversition Strategies, a écrit un article tout à fait fascinant, « Words I’ll Live to Regret », fondé sur son travail de détection des expéditeurs de messages haineux en ligne. Elle nous montre de quelle façon Google peut « démêler exactement ce que nous cherchons, même si nous ne sommes pas censé le trouver. » En effet, il semble que nous approchons rapidement du jour où Google sera omniscient.

Toujours dans ce même champ de contenu cérébral figure l’étude par le chef de la direction de Fresh Intelligence, Corrine Sandler, intitulée « Tapping into the Shopper’s Emotional Command Centres: Retail Applications of Deeper Psychological Insights », qui nous montre « comment le ‘cerveau émotionnel’ est impliqué dans chaque étape du parcours d’un achat. » David Lithwick, un collaborateur fréquent de Vue, fait équipe avec Sylvia Helene Perras dans ce numéro afin de démystifier l’utilisation de la veille concurrentielle (VC) dans l’industrie pharmaceutique. Dans cet excellent article, nous apprenons que le rôle clé que joue la VC chez les pharmaceutiques consiste à guider l’industrie sur la façon de protéger sa part du marché et de mieux gérer ses dépenses commerciales.

Il y a beaucoup de matière à réflexion dans ces pages, alors prenez votre temps en la lisant. Au mois prochain.

David

David

I’m excited about this month’s homecoming at Vue, where former editor-in-chief Stephen Popiel interviews Jack Jedwab, the head honcho of the Association for Canadian Studies. This is a feature I’ve wanted to do since becoming editor. It’s been years that I’ve been reading about Jack Jedwab’s illuminating research on multiculturalism in Canada, and through his work, I have gained a greater understanding of our evolving country.

Annie Pettit, chief research officer of Conversition Strategies, has written an utterly fascinating piece, “Words I’ll Live to Regret,” based on her sleuthing out of hateful online message senders. She shows us how Google can “tease out exactly what we want to know, even if we aren’t supposed to find it.” Indeed, it seems like we’re not far off from the day when Google will become omniscient.

Keeping in line with this month’s brainy content is a study

by Fresh Intelligence CEO, Corrine Sandler, titled “Tapping into the Shopper’s Emotional Command Centres: Retail Applications of Deeper Psychological Insights,” which shows us how “the ‘emotional brain’ is involved in every step along the path to purchase.”

David Lithwick, a frequent Vue contributor, teams up with Sylvia Helene Perras in this month’s issue to demystify the use of competitive intelligence (CI) in the pharmaceutical industry. In this fine piece of work, we learn that CI’s key role in pharma is to provide direction on how to protect market share and better manage market spending.

There’s a lot of content for thought in these pages, so take

David Hamburg, Market Research Consultant, Hamburg Consulting Editor-in-Chief, Vue / Rédacteur en chef, Vue Email: david.hamburg@sympatico.ca • (514) 748-1827 • david_hamburg

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CO M M E N TARY / COMMENTAIRE

Letter from the President Kimberlee Niziol Jonas

Introducing the 2011–12 MRIA National Board of Directors

Présentation des administrateurs du conseil d’administration national 2011–2012

MRIA’s national board of directors is ultimately responsible for the association’s fulfillment of its mission. Collectively, directors represent the MRIA membership and are charged with exercising visionary leadership, establishing values and goals, setting policies and procedures, creating value in programs and services for the benefit of the members, supporting the other volunteer leaders and staff of the association, and working with them as partners in advancing MRIA’s mission.

Recently, MRIA members and the councils and divisions of the association elected or acclaimed eight experienced industry leaders to the association’s national board of directors for a two-year term, 2011–12 and 2012–13.

These newly elected or acclaimed board members join ten other directors who are continuing on the board for the next year.

On behalf of all members of the association, the MRIA Nominating Committee extends sincere thanks to all candidates who stepped forward and demonstrated leadership by running for the 2011–12 board of directors, and we congratulate those who were elected by their fellow members or acclaimed to the board.

The following eight members were recently elected or acclaimed to the national board:

La réalisation de la mission de l’ARIM incombe ultimement au conseil d’administration national. Collectivement, les administrateurs représentent les membres de l’ARIM et doivent exercer un leadership visionnaire qui fixe des valeurs et des buts, instaure des politiques et procédures, crée de la valeur dans les programmes et services au bénéfice des membres, et appuie d’autres leaders bénévoles et le personnel de l’association en travaillant avec eux comme partenaires pour faire progresser la mission de l’ARIM. Les membres de l’ARIM et les conseils et divisions de l’association ont élu ou acclamé récemment huit leaders chevronnés de l’industrie au conseil d’administration national pour un mandat de deux ans, 2011-2012 et 2012-2013. Ces nouveaux administrateurs élus ou acclamés se joindront à dix autres administrateurs qui continueront de siéger au conseil au cours de l’année prochaine.

Au nom de tous les membres de l’association, le Comité des candidatures de l’ARIM remercie sincèrement tous les candidats et candidates qui se sont impliqués et ont fait preuve de leadership en se présentant à l’élection au conseil d’administration 2011-2012, et nous félicitons les membres qui ont été élus ou acclamés par leurs pairs.

Les huit membres élus ou acclamés récemment au conseil d’administration national sont :

At Large

• Fergus Gamble, CMRP, Radix Market Research, Toronto • Rick Hobbs, CMRP, Leger Marketing, Ottawa • Cora Waters, Leger Marketing, Toronto

Par mandat spécial

• Fergus Gamble, PARM, Radix Market Research, Toronto • Rick Hobbs, PARM, Léger Marketing, Ottawa • Cora Waters, Léger Marketing, Toronto Région du Québec

• Christian Bourque, PARM, Léger Marketing, Montréal Conseil des chapitres

Quebec Region

• Christian Bourque, CMRP, Leger Marketing, Montreal 6

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• Carolyn O’Keefe, PARM, MarketQuest-Omnifacts, St. John’s (dûment nommée et acclamée)

CO M M E N TARY / COMMENTAIRE

Chapter Council

Conseil des chercheurs côté client

• Carolyn O’Keefe, CMRP, MarketQuest-Omnifacts, St. John’s (duly nominated and acclaimed)

• Joseph Chen, Unilever Canada, Toronto (dûment nommé et acclamé)

Client-Side Researcher Council

Conseil des agences de recherche

• Joseph Chen, Unilever Canada, Toronto (duly nominated and acclaimed)

• Amy Charles, Ipsos Reid, Toronto • Ruth Corbin, PARM, Corbin Partners, Toronto

Research Agency Council

En plus de ces administrateurs, les administrateurs suivants compléteront leur mandat actuel au conseil d’administration national de l’ARIM en 2011-2012 :

• Amy Charles, Ipsos Reid, Toronto • Ruth Corbin, CMRP, Corbin Partners, Toronto In addition to these newly elected or acclaimed directors, the following directors will complete their current term on the MRIA national board in 2011–12: • Tricia Benn, Rogers Publishing, Toronto (Business-toBusiness Research Division director) • Rick Frank, Dufferin Research, Ottawa (Chapter Council director) • Janine Keogh, Kraft Canada, Toronto (Ontario Region director) • Alana Richman, re:search re:sources, Toronto (Qualitative Research Division director) • Shane Skillen, CMRP, Hotspex, Toronto (at-large director) • John Tabone, Canadian Institute of Chartered Accountants, Toronto (Client-Side Researcher Council director) • Carol Wilson, CMRP, Spielo, Moncton (Atlantic Canada Region director) • Ed Gibson, CMRP, CRC Research, Vancouver (immediate past-president, ex officio director for 2011–12) 2011–12 Officers of the Association

The new board took office and held its first meeting on March 28 in Toronto, where it appointed the following directors as officers of the association for the next year:

• Tricia Benn, Rogers Publishing, Toronto (représentant la Division de la recherche interentreprise (B2B)) • Rick Frank, Dufferin Research, Ottawa (représentant le Conseil des chapitres) • Janine Keogh, Kraft Canada Inc., Toronto (représentant la région de l’Ontario) • Alana Richman, re:search re:sources, Toronto (représentant la Division de la recherche qualitative) • Shane Skillen, PARM, Hotspex, Toronto (par mandat spécial) • John Tabone, Institut canadien des comptables agréés, Toronto (représentant le Conseil des chercheurs côté client) • Carol Wilson, PARM, Spielo, Moncton (représentant la région du Canada Atlantique) • Ed Gibson, PARM, CRC Research, Vancouver (président sortant, administrateur ex officio en 2011-2012) Dirigeants de l’Association en 2011-2012

Le nouveau conseil est entré en fonction à sa première rencontre le 28 mars à Toronto au cours de laquelle il a nommé ces dirigeants de l’Association pour la prochaine année : • Présidente : Kimberlee Niziol Jonas, GlaxoSmithKline, Mississauga (par mandat spécial) vue June 2011

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• President: Kimberlee Niziol Jonas, GlaxoSmithKline, Mississauga (at-large director) • President-elect: Sandra Janzen, Ipsos Reid, Toronto (at-large director) • Vice-president: Anastasia Arabia, Trend Research, Edmonton (Western Canada Region director) • Secretary-treasurer: Rick Hobbs, CMRP, Leger Marketing, Ottawa (at-large director) Your 2011–12 national board of directors is committed to providing strong leadership toward fulfillment of the association’s vision and mission, in the best interests of members. As I noted last month, a high priority in our business plan for the year ahead is renewal of MRIA’s strategic focus through development of a new strategic plan for 2012–14.

The new strategic plan is a critically important assignment for the future strength and success of our association and our industry. The board takes its governance and leadership mandate in this area very seriously, and we’ll be strengthened in the plan development and implementation work that lies ahead, by the participation of Executive Director Brendan Wycks and other members of the MRIA staff team: Sylvie CorbeilPeloquin, manager of Member Services; Fania Borok, manager of Professional Development and Certification; Anne Marie Gabriel, manager of Communications and managing editor of Vue; Lucy Pizunski, controller; Erica Klie, co-ordinator of Member Services; Julia Savitch, coordinator of Professional Development and Certification; and Etta Wahab, administrative assistant.

Please do set aside ten to fifteen minutes this month and provide your input for the new strategic plan, through our online strategic information-gathering member survey.

Make your views count in the setting of MRIA’s strategic direction for the next three years!

Kimberlee Niziol Jonas Market Research Manager GlaxoSmithKline kimberlee.a.nizioljonas@gsk.com (905) 814-3500

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• Présidente élue : Sandra Janzen, Ipsos Reid, Toronto (par mandat spécial) • Vice-présidente : Anastasia Arabia, Trend Research, Edmonton (région de l’Ouest du Canada) • Secrétaire-trésorier : Rick Hobbs, PARM, Léger Marketing, Ottawa (par mandat spécial) Votre conseil d’administration national 2011-2012 s’engage à faire preuve d’un leadership ferme en vue de réaliser la vision et la mission de l’association dans le meilleur intérêt des membres. Comme je l’ai souligné le mois dernier, une des grandes priorités de notre plan d’affaires cette année sera de renouveler l’orientation stratégique de l’ARIM en élaborant un nouveau plan stratégique pour 2012-2014.

Le nouveau plan stratégique est une tâche d’une importance fondamentale pour la solidité et le succès futurs de notre association et de notre industrie. Le conseil d’administration envisage très sérieusement son mandat de gouvernance et de leadership dans ce domaine et nous serons renforcés dans notre travail d’élaboration et de mise en vigueur à venir par la participation du directeur général Brendan Wycks et d’autres membres du personnel de l’ARIM, dont Sylvie Corbeil-Péloquin, directrice des services aux membres, Fania Borok, directrice de Développement professionnel et accréditation, Anne Marie Gabriel, directrice des communications et rédactrice, magazine Vue, Lucy Pizunski, contrôleuse, Erica Klie, coordonnatrice des services aux membres et des événements, Julia Savitch, coordonnatrice du développement professionnel et de l’accréditation, et Etta Wahab, adjointe administrative.

Veuillez prendre dix à quinze minutes ce mois-ci pour offrir vos commentaires sur le plan stratégique par l’entremise du sondage auprès des membres visant à recueillir des renseignements stratégiques. Faites en sorte que vos points de vue comptent dans l’établissement de l’orientation stratégique de l’ARIM des trois prochaines années!

Kimberlee Niziol Jonas Directrice de la recherche marketing GlaxoSmithKline kimberlee.a.nizioljonas@gsk.com (905) 814-3500

Opinionology

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CO M M E N TARY / COMMENTAIRE

Message from the Executive Director Brendan Wycks

When MRIA’s Legislative Focus Must Turn Inward: Part I

Quand l’ARIM doit centrer vers l’interne son objectif législatif : Partie I

MRIA’s government relations and advocacy role normally focuses on the federal government and Parliament Hill, and occasionally on the provincial and territorial capitals across the country. A key part of the association’s raison d’être is to proactively and positively influence legislation and regulations that could impact upon our industry, such that public policies which are adopted balance society’s need for research and intelligence services with the consumer’s privacy and related respondent rights.

But sometimes our legislative and regulatory eyes and ears must turn inward, and we have to deal with matters that affect MRIA’s own status as a not-for-profit corporation and as an organization that is situated, and has employees, in Ontario.

There are three recent pieces of legislation – one federal and two provincial – that have caused MRIA to take compliance action. This month, I’ll focus on the new federal law that affects us.

The Canada Not-For-Profit Corporations Act (CNCA) received royal assent on June 23, 2009, but has not yet been proclaimed into force. Draft regulations to operationalize this new law were published by Industry Canada on June 25, 2010, and then published in the Canada Gazette on February 26 of this year.

It was originally estimated that the CNCA would be proclaimed into force in mid-2011, but the recent federal election has caused a delay, and the effective date is now likely to be sometime this fall.

As a federally incorporated corporation without share capital (non-profit) under the Canada Corporations Act (CCA), MRIA will be required to “continue” under the CNCA within three years of the legislation’s proclamation into force. Failure to do so within that window will result in MRIA’s dissolution as a corporation.

Le rôle de relations gouvernementales et de défense des intérêts de l’ARIM est axé généralement sur le gouvernement fédéral et la Colline du Parlement et, de temps à autre, sur les capitales provinciales et territoriales au pays. Un élément clé de la raison d’être de l’association consiste à influencer proactivement et positivement les lois et règlements qui pourraient avoir un impact sur notre industrie, afin que les politiques gouvernementales mises en vigueur établissent un équilibre entre la nécessité des services de recherche et d’intelligence dans une société et la protection des renseignements personnels et droits connexes des répondants.

Cependant, il faut parfois tourner nos yeux et nos oreilles législatifs et réglementaires vers l’intérieur et nous occuper de questions qui affectent le statut de l’ARIM en tant que société à but non lucratif, et organisation avec des employés située en Ontario.

Trois nouvelles lois – une fédérale et deux provinciales – ont incité l’ARIM à prendre des mesures au sujet de leur application. Je me concentrerai ce mois-ci sur la nouvelle loi fédérale qui nous affecte.

La Loi canadienne sur les organisations à but non lucratif (LCOBNL) a reçu la sanction royale le 23 juin 2009, mais n’a pas encore été proclamée en vigueur. Le projet de règlement pour rendre la loi opérationnelle a été publié par Industrie Canada le 25 juin 2010, et ensuite par La Gazette du Canada le 26 février cette année.

On s’attendait à ce que la LCOBNL soit proclamée en vigueur au milieu de 2011, mais l’élection fédérale a causé un délai et la date de mise en vigueur sera probablement à un moment donné cet automne.

En tant que société sans capital social (à but non lucratif ) constituée en vertu de la Loi sur les corporations canadiennes (LCC) du gouvernement fédéral, l’ARIM devra être « prorogée » en vertu de la LCOBNL dans les trois ans suivant la promulgation de l’entrée en vigueur de la loi, à défaut de quoi l’ARIM sera dissoute en tant que société.

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To obtain a mandatory “certificate of continuance” from Industry Canada, MRIA will have to file the following documents: • articles of continuance (to replace our current letters patent, issued by Industry Canada in 2004) • notice of directors (directory of our then-current MRIA national board of directors) • notice of registered office (location of MRIA’s national office in Mississauga) • new MRIA bylaws, which must be filed within twelve months of their receiving approval via a two-thirds majority vote of the membership at an annual or a special general meeting.

The CNCA does not permit ex officio directors. MRIA’s current Constitution and General Bylaw is therefore offside with the CNCA. Why must MRIA create and file new bylaws to replace our current Constitution and General Bylaw?

Because the CNCA – which was designed partly to force non-profits to adopt a number of governance practices that have traditionally been the norm for private sector corporations under the CCA – compels us to do so.

For example, the CNCA does not permit ex officio directors (that is, those serving by virtue of their office or position). MRIA’s current Constitution and General Bylaw is therefore offside with the CNCA, because it calls for the immediate past-president to remain on the national board as an ex officio, non-voting officer of the association so that MRIA can continue to have the benefit of his or her experience and sage counsel for one additional year.

Also, the CNCA requires (picture an annual meeting of shareholders of a publicly traded corporation) that directors be “elected by members by ordinary resolution at an annual

Pour obtenir le « certificat de prorogation » obligatoire d’Industrie Canada, l’ARIM devra présenter les documents suivants : • statuts de prorogation (pour remplacer les lettres patentes actuelles, délivrées par Industrie Canada en 2004) • liste des administrateurs (l’annuaire des administrateurs du conseil d’administration national de l’ARIM à ce moment-là) • avis du lieu où sera maintenu le siège social (emplacement du bureau national de l’ARIM à Mississauga) • les nouveaux règlements administratifs de l’ARIM devant être déposés dans les douze mois suivant l’approbation obtenue par une majorité des deux tiers des voix des membres à l’assemblée annuelle ou à une assemblée générale extraordinaire.

Pourquoi l’ARIM doit-elle créer et déposer de nouveaux règlements administratifs pour remplacer sa constitution et son règlement d’ordre général actuels?

Parce que la LCOBNL – conçue en partie pour forcer les sociétés à but non lucratif à adopter plusieurs pratiques de gouvernance qui ont été traditionnellement la norme des sociétés du secteur privé en vertu de la LCC – nous oblige à le faire.

Par exemple, la LCOBNL n’admet pas d’administrateur ex officio (en vertu d’une charge). La constitution et le règlement d’ordre général actuels de l’ARIM ne satisfont pas à la LCC parce qu’ils stipulent que le président sortant continuera de siéger au conseil d’administration national en tant que dirigeant ex officio de l’association, sans droit de vote, pour que l’ARIM puisse continuer de profiter des bénéfices de son expérience et de ses conseils judicieux pour une année de plus.

La LCOBNL exige de plus (imaginez-vous une réunion annuelle d’actionnaires d’une société cotée en bourse) que les administrateurs soient « élus par des membres au moyen d’une résolution ordinaire à une assemblée annuelle. » Les procédures actuelles de l’ARIM concernant l’élection au conseil d’administration diffèrent considérablement de cette exigence. vue June 2011

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meeting.” MRIA’s current national board election procedures are quite at odds with this requirement.

Needless to say, MRIA’s action plan for achieving compliance with the CNCA is something that the national board will be stewarding with careful oversight over the next two to three years.

Specialist legal advice and assistance will be necessary to ensure that we put in place some fully acceptable bylaw provisions, affectionately known as “workarounds,” that will enable MRIA to continue to operate in accordance with recognized association governance best practices, and avoid having to totally re-engineer our association, while at the same time securing the necessary certificate of continuance.

MRIA is currently in discussions with a boutique firm that specializes in not-for-profit organizations law, considering a possible engagement. That firm has two associates who’ve been hired by Industry Canada to write a guide to CNCA compliance.

There will be more to come about MRIA’s CNCA compliance plan in future editions of Vue. In the fall, though, I’ll report on the two new Ontario laws with which MRIA has to comply as an organization situated, and with employees, in that province.

Brendan Wycks, BA, MBA, CAE Executive Director Marketing Research and Intelligence Association bwycks@mria-arim.ca (905) 602-6854 ext. 8724

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Il va sans dire que le plan d’action de l’ARIM visant le respect de la LCOBNL est un dossier que le conseil d’administration national guidera attentivement au cours des deux ou trois années à venir.

Nous aurons besoin d’avis juridiques et de l’aide de spécialistes pour nous assurer que nous adoptons des dispositions du règlement totalement acceptables qui permettront à l’ARIM de continuer à fonctionner conformément aux pratiques exemplaires reconnues de gouvernance d’association, et d’éviter ainsi la nécessité de restructurer complètement notre association, tout en obtenant le certificat de prorogation requis.

L’ARIM discute présentement d’un contrat éventuel avec une firme boutique spécialisée dans les lois touchant aux organisations à but non lucratif. Cette firme a deux associés qu’Industrie Canada a embauchés pour rédiger un guide de conformité concernant la LCOBNL. J’aborderai dans des numéros futurs de Vue d’autres aspects du plan de l’ARIM visant le respect de la LCOBNL. Par contre, cet automne, je rendrai compte des deux nouvelles lois ontariennes auxquelles l’ARIM doit se conformer en tant qu’organisation avec des employés située dans cette province.

Brendan Wycks, BA, MBA, CAE Directeur général L’ Association de la recherche et de l’intelligence marketing bwycks@mria-arim.ca (905) 602-6854 poste 8724

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S P EC IAL F E AT U R E

Interview with Jack Jedwab The executive director of the Association for Canadian Studies talks about the challenges facing Canadian multiculturalism, the changing meaning of community in a digital world, and whether the world is flat or spiky.

Stephen Popiel, CMRP

S P EC IAL F E AT U R E

Jack, thanks ever so much for agreeing to be interviewed for Vue, the magazine of the Marketing Research and Intelligence Association of Canada. You have written that “there are many ways to be francophone.” What are some of those ways?

When I wrote that, I was saying that we all have multiple identities. We tend to fit people into one box, when they actually fit into multiple boxes. So for example, in my case, I fit into numerous boxes. From a language perspective in Quebec, there are three boxes: francophone, anglophone and allophone [having a first language other than French, English or an Aboriginal language]. I am a “frallophone”: I speak Yiddish as my mother tongue, English at work (along with French), and French at home (with some English). So I can’t fit neatly into a single language box; I am neither francophone nor anglophone nor allophone. When I say there are many ways of being a francophone, what I am saying is that context is vitally important to identity and, depending upon the context, the importance of being French or English or something else will vary.

Has the Internet in general, and social networks like Facebook and Twitter in specific, changed the face of Francophonie?

It was forty years ago, back in 1971, that Canada became multicultural with the passing of the Canadian Multiculturalism Act – and the debate on multiculturalism has been going on ever since. And although it is the fortieth anniversary of multiculturalism in this country, we don’t see a lot of celebration.

In Canada and around the world, there is an ongoing debate about multiculturalism. In Canada, multiculturalism is the dominant paradigm used to describe the country. I am a strong believer in multiculturalism and see no contradiction between a person’s personal identity and their Canadian identity. But in other parts of the world, such as Europe, there is a push against multiculturalism. In Germany, Angela Merkel has said that multiculturalism is a failure, even though Germany is not multicultural; and David Cameron, in the U.K., has said much the same thing. I take David Cameron more seriously, because the U.K. has had a multicultural policy. Nicolas Sarkozy, in France, has said much the same thing, even though France has never had a multicultural policy.

I think that the tragedy of 9/11 brought the debate into focus, so that we now talk about the need for a social cohesion view versus the multiculturalism view. Canada has

Historically, we have thought of communities as physical things, like our neighbourhood or our religion. Communities in cyberspace don't have this strict tie to location.

The Internet has not changed Francophonie, any more than it may have changed the identity of any other group or community in Canada. What Facebook, Twitter and a host of other social media have done is change the way we think of community. Historically, we have thought of communities as physical things, like our neighbourhood or our religion. Communities in cyberspace don’t have this strict tie to location, and can have a transnational scale.

Social media have changed the way we think of community, especially among young people, whether in Quebec or elsewhere. Younger people have begun to rethink and reformulate the definition of community and how communities are built and defined. For example, in a recent poll 27 per cent of youth gave their email address when asked where they live, and not their civic address. So 27 per cent of Canadian youth live in cyberspace. Community is evolving and these social media, as well as ones to come, are changing not only the way we communicate images and messages, but how we define community.

A lot of your work has focused on multiculturalism.

How do you see multiculturalism evolving in Canada over the next twenty years?

tried to split the difference and say that we are cohesively multicultural. Nonetheless, many Canadians, especially younger Canadians, like the word multicultural, and the idea resonates with them; but we are seeing the need for cohesion, the need to focus on the things we share.

And for the future?

Canada will continue to be multicultural and, in the medium to long term, the multiculturalism view will prevail over the cohesion view, because the reality on the ground is more closely expressed in Canadians’ multiple identities.

With people expressing multiple identities, the multicultural paradigm will trump a paradigm that forces people to choose one identity.

To ensure the continued success of multiculturalism, we need to create the moments when we feel the need to do things together rather than force people to come together.

The risk posed by the cohesion model is that this model could suppress difference of opinion and views. Forced cohesion isn’t something that will work for Canada in the longer term, and the positive press it is getting right now stems more from the illusion of cohesion than the reality.

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Clearly we need people to work together, and we need common rules. We have these common rules currently in place in Canada, and where they are weak or causing problems, we will address them.

What we will have to give people is more flexibility in the choices of how they want to express their own personal identity in the context of Canadian patrimony.

Thomas Friedman says the world is “flat,” while Richard Florida says that it is “spiky.”

Are you flat or spiky?

I describe myself as “flaky” – I am part of the flaky world.

The flaky world exists because I am sometimes in the flat world and sometimes in the spiky world. In the flat world, borders are less relevant, and you can operate from anywhere. And the place you call home is less relevant. In the flat world, your home is your cellphone, iPad or cyberspace.

The flat world is more about person-to-person contact – the fact is that I can do an interview with the CBC over my cellphone – while in China it is all about the spikiness. The time we spend with our families at the skating rink or swimming pool is all about the spikiness.

It’s not one or the other, as Richard Florida argues; both are going on at the same time. But there may be a bit of a class issue going on with this: People who have higher incomes are more inclined to be flat, but the gap between the flat and spiky will decrease, and may be decreasing already.

And what about Canada? Should Canada be flat or spiky?

I think that the flat-versus-spiky debate will begin to inform the public policy debates around multiculturalism. Whether it is ethnic community (multiculturalism) or national identification (cohesion), the Internet and the flatness of the world have a clear impact on our identity, and this will inform the multiculturalism debate. Unlike twenty or thirty or fifty years ago, when immigrants were essentially cut off from their country of origin, the Internet lets immigrants spend significant amounts of time consuming cultural products from their country of origin. Multiculturalism is often framed in terms of geopolitical divides, and the Internet shifts the multiculturalism debate away from simple national boundaries.

As executive director of the Association for Canadian Studies, you use quite a bit of survey research. Tell us a bit about how you use survey research and what the industry could do to make survey research even better, or more actionable, as they say?

The association is really a think tank devoted to trying to understand Canadian identity issues and inform public policy. We use survey research to contribute to the debate

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about identity issues and diversity – be it cultural, linguistic or any other diversity issue. Survey research lets us enter the public domain and begin to understand how Canadians frame and understand these issues in the Canadian context.

For me, the key is question design and the writing of questions that will connect with people and get them to think about issues that they may not necessarily think about.

That’s how I use research.

What the entire enterprise needs to do is go beyond standard demographics and try to truly understand people: who they are and, more importantly, why they do what they do. An election is underway [this interview took place on April 8, during the past federal election], and I would like to know if people who vote consume media in different ways than those who don’t vote. And along with this, we need to know how behaviours interact. Does what we eat impact on the way we save, the car we buy? Do people who eat chocolate chip cookies save more or less than those who don’t?

We need to get below the surface and find out what conditions people to behave the way they do.

In and amongst all of your public policy work, you have written a book called Jackie Robinson’s Unforgettable Season of Baseball in Montreal.

Tell us a bit about the book and how it came to be.

This is a human rights story, not a sports story, although there is sports in it. Jackie Robinson was the first person to break the colour barrier in Major League Baseball, and before he went to the majors, he played with the Montreal Royals. This was a powerful story, and one that appealed to me on the level of human rights. It was an important story that I thought all who fight for equality needed to know about.

But it is also a story about Canada – our tolerance, our diversity. Equally important to me is that this story is a sports story, and sport is very important in the construction of national identity. Hockey is a deep part of Canadian culture, identity and community; and a key challenge for Canada is the degree to which new Canadians, those who come from a soccer/football heritage, will embrace hockey.

Jack, on behalf of all Vue readers, thanks very much for your time and insight.

Jack Jedwab, PhD, is presently executive director of the Association for Canadian Studies. He has taught at McGill’s Institute for the Study of Canada, is the author of essays published in books, journals and newspapers across the country, and has served on numerous prestigious boards. Jack may be reached at general@acs-aec.ca or (514) 925-3099.

I crun numbers by day, tinker with model ins at night, d ke part in two triathlons a y r.

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consumer • B2B • healthcare • social media

Words I’ll

Live to Regret Do you think you can say something online, perhaps a quick Facebook status update or a short tweet, and still retain full privacy? Well, think again.

Having an unlisted phone number used to mean you were invisible, but now it just means people have to go online to find you. And even if you are careful never to share your name or identifying information online, you’re still an open book of Linkedin updates, tweets, and YouTube comments. Privacy? What was that again?

Annie Pettit, PhD

“Men deserve to get paid more than women because they work harder.”

“Slavery is an excellent way to boost the economy.”

“All Muslims are terrorists.”

If you’re like me, your eyes have bulged out, your jaw is on the floor, and you’re massively offended. Who in their right mind would say these things, let alone write them out for everyone to see in social media, where everything is visible to anyone who has Internet access, where everything 18

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is viewable until the end of time? It’s fortunate that the author’s name isn’t shown, because they would probably find an abundance of hate mail in their spam box and rotten eggs thrown at their front door.

However, Google is a very smart tool. It doesn’t mind that the author’s name hasn’t been provided. It is an all-powerful program that can work with any degree of incomplete information and tease out exactly what you want to know, even if you aren’t supposed to find it. So I decided to conduct an experiment: I copied the sentences above directly into

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Google and attempted to ferret out the identity of that disrespectful and hateful person. As you can see in the screen captures below, Google identified one matching result for my first search and two matching results for my second search. I couldn’t have asked for anything better.

From these results, I discovered that the author was someone with a Twitter account and a WordPress blog under the name of LoveStats. With these pieces of information, I was easily able to follow the links to even more personally

• It must also contain a swear word that is offensive to 99.9 per cent of people.

• The author must have a clean and friendly Twitter personality.

I entered the three words meeting my criteria into the Twitter search box and instantly found a tweet that met all four of my criteria. The essence of that tweet is as follows: “I f****** hate the losers at Starbucks. This lady is a major c***.

I’m going to miss my plane because of her.”

I was careful to choose a tweet from someone who seemed to be a generally nice person, as I had no plans to watch my online reputation take a deep dive because someone wanted to pick a bone with me. Even so, I was about to communicate with a stranger who had publicly expressed frustration using extremely colourful phrases. Choosing my words carefully and fitting them into three quick tweets, I explained my intent to discuss social media privacy within the research community. I then requested permission to copy and share the tweet, word for word, with my market research friends.

Unfortunately, a tweet, once tweeted, cannot be deleted. identifiable information. I found a Facebook page and a LinkedIn page detailing the entire life history of the individual. And what do you know – the guilty culprit was me. Without knowing my name, my Twitter username, my website address, or even the entirety of the original message, Google required just 0.17 of a second to prove that I was responsible.

The experiment thus far led me to my first major conclusion: Even if you don’t share an author’s name or website link, Google will always be able to tell you more than you ever wanted to know about the author. The desire or need for anonymity in the social media space cannot be accomplished simply by not publicizing a person’s name.

Google is too smart for that.

There was actually one more thing I wanted to tweet, but I just couldn’t bring myself to do it. Fortunately, what is embarrassing and unprofessional for me is just another day on Twitter for other people. The social media space is full of people who don’t see anything wrong with swearing, so instead of swearing myself, I decided simply to search for an existing tweet with swear words. I looked for a tweet that met several criteria: • It must mention a major brand like Starbucks or McDonald’s, for this is what social media research is all about.

• It must contain the F-word, a word that is offensive to some people.

I could not have been happier with the reply. My inability to swear in the permanence of the online space turned into a bit of serendipity. The essence of the follow-up tweet is as follows: “@LoveStats It seems kinda petty now. But I’ll take responsibility for my words. I give you my permission.”

First of all, I was pleased that the person gave me permission to use the quote. It’s easy to talk theory and ideas and opinions, but to give an example of a real person in a real situation changes everything. It made me realize that a real person would be affected by my actions.

Second, I was pleased that the person realized they needed to take responsibility for their own words. The person chose to write the offensive words, and they chose to put them in the public domain of Twitter. The words were written before I even decided to carry out my experiment. But the person did not choose to display the tweet on a screen in front of a hundred people at MRIA’s NetGain conference in Toronto, where I originally spoke about this issue. This person also did not choose to display the tweet in a permanent paper format for all the readers of Vue magazine. Those were choices I made without that person’s consideration.

Third, and most importantly, I was delighted that the person showed remorse for the tweet. The fact that they realized the tweet was petty told me that the person had experienced a momentary lapse of judgment. They felt bad about it and wished they hadn’t done it. Unfortunately, a tweet, once tweeted, cannot be deleted. Nor, for that matter, vue June 2011

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can anything else that has been written in the online space.

Once placed in the online world, even after it’s deleted, information remains forever in databases and reblogs and screencaps, never to be forgotten. No matter how bad you feel, how sorry you are, the information will always be there.

I had now reached conclusion number two of my social media experiment: People do not deserve to be permanently penalized for comments made in haste, perhaps shared out of context, perhaps misinterpreted, perhaps in an arena where they did not originally place themselves. I do not want to be responsible for embarrassing someone any more than they have already embarrassed themselves.

Perhaps now you’re wondering why I would say such mean things, particularly if I know the comments will follow me forever. And that’s a fair question.

As the chief research officer of Conversition Strategies, a company that specializes in social media research, I need to thoroughly understand the experience of writing comments in the social media space. If I’m going to make recommendations on best practices for social media research, I need to know what it feels like for someone to take my words out of context or for someone to share my name and opinions word for word without permission. I need to understand what it’s like to make a comment in haste and later regret it.

In the survey space, we’ve never really had to worry about these kinds of things. Survey responses are essentially anonymous, and this is what makes people feel comfortable sharing their deepest, darkest secrets. They don’t write their names in the upper right corner of the survey. If their answers are copied verbatim into a research report that then lands on the CEO’s desk, their name isn’t and can’t be prominently displayed beside the verbatim. If the CEO is upset at the verbatim, she can’t copy it word for word into Google, identify the author and their home address, and then wait with a grudge outside their front door. Online surveys mean that anonymity can be preserved to a large extent.

But with social media research, we do need to worry.

Every social media tool shows verbatims with ridiculous spelling mistakes and swear words and racist remarks fully intact. The verbatims are accompanied by author names and even the links to the originating websites. If surveys are at least somewhat capable of protecting research participants from being connected to embarrassing and explosive opinions, social media data have the wrong end of the stick.

But there is one very important similarity shared by survey research, social media research, and many other forms of market research: Regardless of what method is used, 20

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standard research processes dictate who is permitted to see personalized results.

Data collection experts see the information in order to clean out poor quality and irrelevant data such as spam and duplicate responders. Data analysts may see personalized data so that they can properly understand the opinions they are measuring, and create quality reports.

But this is where the line is drawn. Report readers – including clients, marketers, outside researchers, and brand managers – don’t need to see minute personalized details.

They do need to see aggregate quantitative and qualitative results that accurately portray the essence of the data. Just as is normal with quantitative data, a skilled researcher can extract the essence of qualitative comments and summarize them without violating the privacy rights of opinion sharers and without bastardizing the flavour of the remarks. That’s why I didn’t include a screencap of the original swearing tweet or the author’s response back to me. I know very well that you wanted to see them, but I’m fairly certain you understood precisely what was said.

Do you remember the Huck Finn controversy back in January of this year? Thousands of people took to the online stage to protest the publication of a new version of the classic book, which would not include the offensive N-word.

Thousands of people used the N-word in context and away from context. Thousands of people (including me) attempted, successfully and unsuccessfully, to tweet their heartfelt opinions using only 140 characters. Thousands of people may now have to worry about low-quality and privacy-ignorant social media tools erroneously classifying them as racists.

With only 140 characters to work with, I’m sure at least one person took my words out of context. I hope I don’t live to regret that tweet.

Annie Pettit, PhD, is the vice-president of Research Standards at Research Now and the chief research officer of Conversition Strategies. She has more than fifteen years of experience as an online market researcher and specializes in social media market research, survey research, and data quality. Annie is a member of the CASRO, MRA, and ESOMAR social media research committees. She was previously the VP of Online Panel Analytics at Ipsos, where she created the company’s proprietary survey panel data quality system. Her expertise in research methods and data quality has been highlighted through numerous conference presentations, at ARF, CASRO, MRA ,MRIA, NetGain, NewMR, and IIR. She tweets at @LoveStats and can be contacted at annie@conversition.com

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Tapping into the Shopper’s Emotional Command Centres: Retail Applications of Deeper Psychological Insights

By understanding the shopper’s emotional brain, retail companies can develop communication plans that facilitate communication strategies, obtain shopper insights that lead to subconscious drivers of decision-making on the path to purchase, and create long-lasting loyalty.

Corrine Sandler

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In today’s growing world of technological wonders, we are surrounded by systems that make the most complex tasks appear effortless. With that said, the human brain remains one of the most fascinating and complex systems in the universe. Over the past decades, scientists have made great strides in better understanding the intricacies of the human brain. Recently, the marketing research industry has begun to leverage these learnings to provide clients with definitive answers about why their consumers behave the way they do.

Fresh Intelligence Research Corp. (www.freshintelligence.com) conducted an independent quantitative study to address the significant impact of applying the findings of neuroscience and psychotherapy in understanding shopper behaviour and identifying opportunities to create deeper long-term relationships with consumers. There are two key questions that this study set out to answer: How do shoppers make the choices that they make? and What role do emotions play in shopper behaviour?

Traditionally, marketing researchers have provided great insight into the rational side of the consumer brain.

However, as consumers, we can probably all agree that not all of our shopping decisions are 100 per cent rational. In fact, the “emotional brain” is involved in every step along the path to purchase.

Your shopper has a number of rational ideas and plans, but beneath the surface of the ocean of her unconscious mind, she has two nuclei accumbentes (pleasure centres), which are excited about searching for something new to impress her Friday-night guests. There are, as well, a sensitive post-crisis insula (the disgust centre), which gets enraged by an overpriced box of fancy crackers; and an amygdala (a fear “fly or freeze” centre), which just cannot process the display of 400 stock-keeping units of ice cream, so she leaves the frozen food aisle without a treat.

This is your shopper. She has a brain, just like yours; and a set of emotions, just like yours. Her mirror neurons are wired to respond to your authentic emotional cues. And if you go just a little deeper under the surface of what is obvious, and try a little harder to understand and connect, you will be rewarded by her loyalty and a long-lasting relationship.

So how do we tap into the emotional brain without breaking budgets on MRI studies or hypnosis-induced interviews? That’s exactly the problem that Fresh Intelligence aimed to solve when we set out to develop an easier way to understand the human subconscious.

We developed a simple and powerful tool, based on seven “emotional command systems,” that acts as a road map to understanding shoppers’ emotional motivators. Using this tool, we first identify and quantify the dominant emotional command systems of current shoppers in retail shopping environments. We measure how balanced each system is (from

overactive to underactive), and identify opportunities for integration. We then map out the store’s own emotional command systems, compare them with those of the shoppers, using our proprietary model, and build a map of the big seven. Further, we have created an “emotional bidding strategy” that will scientifically integrate your communication strategy with your shoppers’ unconscious desires. The emotional bidding strategy is based on (1) our deep understanding of the brain, emotions and senses, (2) our insights into how strong, sustainable relationships are created, and (3) the principles of shopper and consumer marketing.

By following our procedure, you will gain a deep understanding of how the rational and emotional, the conscious and unconscious fit together to create a great shopping experience. You will also have tested a number of ideas, or “emotional bids,” that you can choose to implement. They could range from soundscapes, to genderfocused planograms, to point-of-sale displays with strong authentic messages, to new service styles that touch shoppers on an emotional level and create shared meaning.

To provide some context on how the emotional command system can be leveraged at retail, Fresh Intelligence put theory into action by testing the systems within the Canadian grocery environment.

Our findings highlight the importance of the “bonding system” – a system that drives us to nurture others’ growth.

Good, authentic customer service and service-based community programs lead to a strong bond between retailers and shoppers. Our research shows that Food Basics, Walmart and Safeway grocery shoppers all have a higher than average need to find safety through bonding and human connection. Creating and implementing an in-store strategy built on authentic human connection will reward retailers with long-lasting shopper loyalty.

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Customers’ “on guard system” is currently activated at retail to make them feel as safe and comfortable as possible.

Many retail categories appeal to shoppers with an activated vue June 2011

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on guard system – safe cars, food without risk of contamination, extended warranties. A big challenge in retail is to keep the on guard system at bay by helping shoppers feel safe, and by not overstimulating them with too much choice.

Looking at the findings from the on guard system, we found that loyal grocery shoppers at RCSS and Food Basics tend to be more relaxed. Safeway and Walmart Superstore shoppers tend to be more vigilant and expect more danger in everyday situations, leaving an opportunity for these stores to put more effort into creating a sense of in-store safety. Imagine, for example, creating soundscapes for different retail environments – soundscapes that are more than just perpetual Christmas carols and elevator music – with the purpose of charging and relaxing different centres of the brain. The results of these soundscapes would be to produce relaxation, ease, playfulness, and other positive energies on the subconscious level of the mind, thereby offsetting the stress of shopping.

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Increases in impulse premium purchases can be linked to the “self-care system,” a system that is about nurturing the body and making sure we get proper rest and care. Many retail categories are about pushing the self-care system’s button, making people want to indulge or just treat their bodies with due respect: personal care, food, beverages, clothes, accessories. Visual cues, sounds, scents, and creative merchandising displays can trigger this system and increase impulse premium purchases. Our research shows that Safeway, Sobeys and Walmart Superstore grocery shoppers are more into self-care and care for others.

Many retailers deviate into a “buy this – you are worth it” type of messaging, which has been proven to be a welltested rational strategy. The next approach will be to go beneath the surface veneer and develop a more emotional connection that appeals to the self-care system.

Unlike the self-care system, which brings us pleasure from getting what we want, the “explorer system” initiates

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goal-directed behaviour driven by motivation and pleasure.

It fills the mind with interest and excitement but withdraws when the goal is achieved. Discount shopping triggers it and produces bargain hunters. Any retail category can benefit from understanding this system and creating stimulating environments for it.

Our study shows that Food Basics, Safeway and Sobeys grocery shoppers are more likely to enjoy exploring. Overall, over 70 per cent of grocery shoppers agree that they enjoy bargain hunting. But offering discounts is not the only way to activate the shopper’s explorer system. About half of all shoppers agree that they often go shopping just to browse, in case they find something interesting. The number of browsers is higher among Safeway, Sobeys and Walmart shoppers.

Creating an explorer-friendly environment is a great opportunity to encourage consumers to browse and buy.

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These are just a few examples of how understanding and focusing on the emotional drivers of your customer set can affect customer experience and loyalty, and drive both longand short-term revenue.

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Once shoppers’ unconscious emotional systems are discovered, an emotional blueprint of the store, category or product is created and a relationship model built.

Shopper-Store Equation Image

Any retail company can develop a great communication plan based on an understanding of the emotional command systems – under the guidance of skilled researchers with a deep understanding of psychology and the emotional brain.

Through Fresh Intelligence Research Corp.’s proprietary online quantitative tool, you can obtain insights that lead to subconscious drivers of decision-making, including

• your targets’ (shoppers’, consumers’) fundamental emotional drivers and needs in your shopping/retail environment • how your shoppers are different from those of your competitors, on an emotional level • the “emotional blueprint” of your business (store, brand, category), which you can integrate with your vision and strategy.

This groundbreaking approach to describing shoppers’ emotional subconscious decision-making on their path to purchase, and to guiding initiatives for the improvement of shopper engagement as well as the creation of long-lasting loyalty, is the most innovative work in shopper insights today.

Corrine Sandler is the visionary founder and CEO of Fresh Intelligence Research Corp., an innovative market research company that provides transformative, emergent and actionable insights through unique quantitative and qualitative market research approaches. Over the past eighteen years, Corrine has established a reputation for unparalleled consumer understanding and insight development, working with some of the world’s finest companies and their market-leading products and brands. To find out more about her company, go to www.freshintelligence.com

GfK Research Dynamics

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Demystifying CI in Pharma: Challenges and Opportunities The Canadian pharmaceutical market is one of the ten largest in the world, and it is ripe for competitive intelligence. This article looks at CI in this country’s pharmaceutical industry, identifying some of the basic issues and highlighting some of the opportunities available.

David Lithwick and Sylvia Helene Perras

The Canadian health-care sector – including pharmaceuticals, medical instruments, biotech, medical imaging, hospital nutritionals – is a growing market, where numerous products compete for the same share of the wallet. In pharma alone, Canada is one of the ten largest markets, accounting for over 5 per cent of global sales and, after China, the U.S., and Spain, one of the fastest growing regions.

How does competitive intelligence (CI) fit into pharma? Is there a genuine need to stay ahead of the competition? If so, how easy is it to carry out CI in this sector?

To answer the first question, let’s assume that each of the fifty pharma companies in Canada has products in no less than eight therapeutic areas (allergies, men’s health, pain, central nervous system, etc.), and that each has at least two products per therapeutic area. The total comes to 800 products (there are over 75 on Pfizer’s website alone). Adding to this number are new companies coming into Canada (e.g., Takeda), generic drug manufacturers, and the growth in demand for drugs to meet the increasing needs of the baby boomers. With all of this in mind, it’s clear why pharma companies invest so heavily in R&D, selling, and market research: to stay ahead of their competition. They have no choice.

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How Canadian Pharma Uses CI

Given the frenetic pace and budget squeeze that marketing people face, it is understandable why some Canadian pharma companies do not have the resources to carry out CI on a regular basis. Instead they conduct CI in anticipation of, or in reaction to, specific threats – for example, when they have a blockbuster drug coming off patent, or when they have a small portfolio of products while commanding the largest share in those markets they compete in.

Imagine having few products in the pipeline, and your best-selling drug is to go off patent in two years. Once it does, generics could enter the market, and if they do, there will be little if any business left for you. Deciding whether to continue supporting your product at the current level of spending and extend its life cycle, or to cut back and then discontinue support, will be based on finding out if generic companies see the market as big enough. If they do, which ones are likely to launch in Canada? Of these, which have filed for notice of compliance? Which have got approval from Health Canada?

F E AT U R E

CI’s Role

CI’s key role in pharma is to provide direction on how to protect market share and better manage market spending, as illustrated by the following examples of actual study goals: • to achieve a clearer understanding of the launch in Canada so that a comprehensive counterattack can be properly developed • to provide answers to the key question, “What will competitors be doing with their excess field force capacity?”

• to get a better understanding of the potential threat that competitors pose in Canada, so that planning assumptions relating to pricing, resource allocation, and strategic partnership can be created.

Contrast the situation in pharma with that of the banking sector, where CI is frequently blended with mystery shopping to help financial institutions better understand their competitors’ product offering and

(www.scip.org) lists guidelines to follow. As it is a volunteer association based in the U.S., its impact in Canada is minimal at best.

The second challenge results from the misunderstanding of what CI, for the Canadian market, is really about. It is far less complicated than the way CI is explained in U.S. marketing and CI journals. In Canada, there is no need to purchase software costing $100,000 or to manage a global CI team. For a research manager in Canada, the need is far more rudimentary. It boils down to identifying gaps that market research is unable to fill, gathering fragmented data from a variety of sources to fill these gaps, synthesizing the information, and drawing observations, conclusions and, if needed, recommendations.

But …

Despite these challenges, the opportunity is ripe for pharma market researchers to incorporate CI. First, pharma market researchers make excellent CI analysts. They possess the

Because CI is largely drawn from business-to-business interviews and discussions, reports do not require sophisticated optics or research design. benchmark sales and service. “Onboarding,” that is, welcoming customers and maintaining a relationship with them – which is fervently embraced in banking – is not often mentioned in pharma.

Greatest Challenges

No doubt the greatest challenge in CI for any industry is determining how to carry it out ethically. This challenge resonates even more for pharma, one of the most highly regulated industry sectors.

Outside of admonishing employees not to steal information, misrepresent themselves, or employ suppliers to do the same (and coercing others to follow suit), there are no common guidelines on how to deal with unethical behaviour. Nor is there agreement on what constitutes unethical conduct.

What is viewed as ethical for one pharma company is seen as unethical for another. One company, for example, may advise employees that, under no circumstance, can they ask any person outside the company for any information about a competitor. Another company may give the green light for its field force – its sales reps, clinical nurse specialists, and community health events (CHE) managers – to ask health professionals for their opinions and insights about competitor initiatives. The website of the wellintended Society of Competitive Intelligence Professionals

attention to detail, reflective thinking, analytic prowess, and communication skills needed in CI (like a tae kwon do black belt learning karate).

Second, unlike industries where competitors are few or private, thereby making information scarce, there are many sources in the pharma sector to draw from. These include employees in your company (e.g., in marketing, sales, CHE, regulatory affairs, medical information, and analytics); health professionals (e.g., physicians, nurses, pharmacists and dieticians); suppliers (e.g., research consultants, marketing consultants, headhunters, ad agencies, and PR firms); alliances (companies co-marketing your product); third parties (e.g., drug wholesalers, patient support groups, and associations); and secondary sources (e.g., trade reports, social media, and websites).

Third, because CI is largely drawn from business-tobusiness interviews and discussions, reports do not require sophisticated optics or research design. Report excellence is really based on the thoroughness and accuracy of your investigation, the rigour of your analysis, the clarity of findings, and the insights gleaned. In the era of PowerPoint presentations, it is succinctness and granularity that count, as shown in the following example: Competitor X is signalling its intentions to support product Y and grow its share of the central nervous system (CNS) drug marketplace.

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• Product Y forms the basis for an extended line of product offerings in neurosciences for Competitor X. • Applications to the provincial health ministries in Ontario, Manitoba and Quebec clearly indicate the company’s intention to expand marketing efforts in Canada.

Formulary acceptance could occur within this year for these provinces.

• Expanded application for pediatric use in Canada is a possibility. (Competitor X received its notice of compliance – approval – from Health Canada in the fall of 2009.)

• Competitor X is supporting product Y by expanding its sales force, creating an effective sales message, and actively promoting the product in conferences, at CHE events, and in sampling and other programs.

Fourth, internal clients whose products are threatened by competitors are very appreciative of any intelligence that research managers can provide them. When the business unit leader uses your CI to develop better messaging, hire an additional CHE manager, or convince senior management to pursue new product indications – in other words, act on your findings – your CI did what it had to do.

Key Learning

Surprisingly, the approach to identifying an internal client’s information gaps is consistent, in study after study.

Together with your client, agree to a list of must-know questions to be answered. Because CI gathers very sensitive information that is often uncorroborated and fragmented, make the questions precise, cap the number, and find out how the client plans to use each answer you get.

Let’s assume, for example, that your company’s flagship product is used for treating epilepsy. Your reps have advised you that a U.S. company is planning to enter the Canadian market. Its product, Finamex, treats not only epilepsy but also diabetic nerve pain, fibromyalgia, and pain after shingles. It’s imperative to get thorough diagnostics to assess this very real threat. So you ask your client for a list of must-know (not just nice-to-know) questions. She has 37.

Together you prioritize that list to an achievable 25: 1.

2.

3.

4.

5.

6.

7.

8.

9.

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Have they filed for notice of compliance?

If so, when was the file submitted?

When do they expect approval?

If they have not filed, are they conducting clinical trials in Canada?

When will the trials be completed?

Are Canadian physicians involved in these trials? If so, who? Have they filed for notice of compliance?

If so, when was the file submitted?

When do they expect approval?

If they have not filed, are they conducting clinical trials in Canada? vue June 2011

10. When will the trials be completed?

11. Are Canadian physicians involved in these trials? If so, who?

12. Will they be co-marketing their product with another company?

13. If so, who? What is the nature of this agreement?

14. Are they pursuing a Canada-only entry strategy, or a global strategy?

15. Who is their primary audience?

16. What will their pricing be?

17. Will their formulation be the same as that in the U.S.? If not, how will it differ?

18. What about dosage strength? Indications?

19. How will they promote the new product (e.g., journal ads, mailers, conferences, e-detailing)?

20. What will they give physicians (e.g., samples, education kits) to encourage them to prescribe Finamex?

21. Will they have a dedicated sales force?

22. How many reps will be detailing Finamex?

23. What are Finamex’s key strengths?

24. What will their sales message be?

25. What are the product’s weaknesses (e.g., it has side effects, is difficult to swallow)?

Final Thoughts

We hope we have addressed some basic issues, demystified CI, and identified opportunities for you.

One thing to keep in mind is that pharma CI is all about balance and finesse. Balance in the sense that you cannot push too hard; otherwise, you will alienate others from helping you collect CI and risk tipping off your competitors.

Finesse in that you are looking to uncover specific information, requiring patience, attention to detail, and interpretive skills. All of this comes only from experience, not from reading textbooks.

Since 1989, David Lithwick has been the principal of Market Alert, a Toronto-based CI consultancy. Prior to Market Alert, David worked in banking as a CI analyst and in advertising, managing the Pfizer, SC Johnson, and Wendy’s Restaurants accounts.

In the past year Sylvia Helene Perras has worked with David on CI and mystery shopping assignments. She has an MBA in human resources and over twenty years of experience in sales, marketing and clinical administration, including assignments in the U.S. and France.

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Food For Thought Membership Promotion: enroll new staff members at reduced membership dues Starting on May 16, new members can join at the following pro-rated rates for a membership valid until December 31, 2011: ✓ Regular member: $249* ✓ New practitioner with less than two years of work experience in the industry: $139* * plus $65 activation fee, plus taxes

HOW’S THAT FOR A SWEET DEAL? To join MRIA as a new Individual member, visit the MRIA Portal at www.mriaportal-arimportail.ca

I N D U ST RY N E W S

PEOPLE AND COMPANIES

• To read more news online, or to submit your “People and Companies in the News”, simply fill out our online form at mria-arim.ca/PEOPLE/People.asp.

• The Vue editorial team reserves the right to select and edit your submission for appearance in Vue.

IN THE NEWS

• MRIA is neither responsible for the accuracy of this information nor liable for any false information.

e-Rewards, Inc. Announces Agreement to Acquire Conversition Strategies Founded in February 2009 by former IPSOS executives, Conversition is a pioneer in the Social Media Research industry, and the primary product offered by Conversition is EvoListen®.

A patent-pending technology, EvoListen collects data sourced from online social media outlets, cleans and filters the data collected, utilizes scientific sampling and weighting to report the results, and then formats it into quantitative data sets. www.e-rewardsinc.com www.conversition.com

Vision Critical Appoints New Research Expert in US Retail Practice Global research and technology firm Vision Critical® announces the appointment of David Williams as Senior Vice President, Retail Consumer Insights. In his new role, Williams will be responsible for utilizing Vision Critical's custom panels and innovative research technologies to partner with leading retailers, helping them gain deeper insights from their customer base. www.visioncritical.com

COLLOQUY Research Shows 20% Decline in Word-of-Mouth Opinion Sharing about Companies and Products since 2008 Of 3,295 U.S. consumers surveyed by COLLOQUY, 58% said they often have conversations with family, friends and coworkers about products and services they’ve used. That’s down from 73% when COLLOQUY posed the same question in 2008, a 20% drop-off. COLLOQUY has published a white paper titled Urban Legends: Word-of-Mouth Myths, Madvocates and Champions – which presents the complete results of the latest WOM research. It’s available free of charge at www.colloquy.com/whitepapers Free SSI Webinar Reveals... Survey Sampling International (SSI) will present a new Webinar – Winning the Social Media Avids: Connecting with the New Communicators – that reveals the findings of a new study on the behaviors, attitudes and characteristics of the most avid social media users. Scheduled for June 21, 2011 at 1:00 pm ET, and participants can register for free at www.surveysampling.com/avids GfK Research Dynamics Announces Management Changes GfK is pleased to announce that Angelo Pierro and Joseph Schiappa have been appointed Managing Directors of GfK Research Dynamics, Canada. They are jointly responsible for overseeing the continued development of GfK’s Custom Research business across Canada. The strengthening of GfK’s Canadian organization via the leadership of Angelo and Joseph will continue to provide success in Canada, ultimately contributing to GfK’s future international success. www.gfknorthamerica.com The MRGA (Market Research Global Alliance) announced the first virtual exposé for the market research industry called MRGA365 – a virtual expo that will run 365 days a year, 24 hours a day, 7 days a week, specializing in hosting industry events in combination with live face-to-face events, webinars, and archived content. To register as an attendee, exhibitor, or event partner visit www.mrga365.com for details.

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ESOMAR’s Qual Conference will be in Vienna in November and the call for synopses is open until 17 June, visit www.esomar.org/index.php/qualitative-2011-overview.html The NewMR Festival is going to be held from October 31 – November 3, and the call for synopses is open until July 4th, visit newmr.org/page/the-festival Opinionology’s Panel Found "Perfectly Consistent" In Mktg, Inc. Blind Audit Opinionology’s managed panel, Opinion Outpost, was recognized as "Perfectly Consistent" across 13 key performance metrics in a blind and unrestricted audit performed by Mktg, Inc. The test includes over 50,000 interviews gathered in three waves from June 2010 to March 2011. Bob Fawson, VP of Online Services at Opinionology, said, “We applaud Mktg Inc’s goal of objectively evaluating sample sources for variation over time and across providers. We focus on the integrity and consistency of our panels and are pleased to announce the consistent results this blind audit validated.” www.opinionology.com BBC Worldwide Appoints New Head of Digital for U.S. and Canada announcing that Nick Ascheim will join the company as Senior Vice President Digital Media, driving growth of its direct-to-consumer digital businesses across all platforms including web, mobile and emerging technologies.

Consumer Contact Announces Corporate Rebranding and Name Change to Corsential. Consumer Contact, a leader in quality market research and data collection services, announced the launch of its new corporate identity and change of name to Corsential, which is now the umbrella brand for all the company’s divisions: Customer Experience Reporting (formerly Loyalty Monitor), closed-loop performance management solutions and data collection services. Unveiled recently to employees and customers across North America, the rebranding applies to all marketing and communications materials, including the company’s website at www.corsential.com

I N D U ST RY N E W S

Ethnic Voice Accord Pre-election Survey among Chinese and South Asian Canadian Residents Following the “ethnic vs. very ethnic” debates during this election campaign, Matrix Research Limited conducted a brief survey among selected members of our very ethnic panel (sorry, don't know how else to describe it!). The survey was launched just before the last pre-election weekend and closed early on election Monday, as polling stations were being opened. Readers interested in detailed results, please visit www.matrixresearch.ca/2011election or contact Anton Nicolaides, Director of Sales and Client Service at: (905) 7071300 or anicolaides@matrixresearch.ca FocusVision Launches VideoStreaming™ to Mobile Devices FocusVision Worldwide, the leading global provider of live video transmission, analysis and archive solutions for the marketing research industry, today announced the launch of Mobile Streaming – live video streaming of qualitative market research to mobile devices. Mobile Streaming on the iPad has all the same functionality as FocusVision VideoStreaming including VideoMarker software and live chat. www.focusvision.com Real-time Emotion Tracking Exposes the Honest Truth about Audience Reactions Unique second-by-second analysis of video or audio content identifies exactly how viewers feel, identifying what works and what does not. Marketers, broadcasters and public speakers take note: your content generates a range of emotional responses from your audience, but not necessarily the ones you're aiming for. New technology from Vision Critical can help you perfect your content by exposing the detailed truth behind audience responses. www.visioncritical.com $48 Billion Worth of Consumer Loyalty Reward Points Dispensed Each Year, Yet One-Third Are Never Cashed In Americans accumulate approximately $48 billion in rewards points and miles annually, according to the results of a first-ever study on the perceived dollar value of loyalty programs that illustrates the real economic power of these programs for consumers, issuers, merchants and manufacturers. Out of roughly $48 billion worth of perceived value in reward points and miles American businesses issue annually, at least onethird, representing $16 billion in value, goes unredeemed by consumers. Complete details of both the 2011 COLLOQUY Loyalty Census and the 2011 Forecast of U.S. Consumer Loyalty Program Points Value are available as a free download at www.colloquy.com/whitepapers The Second Cup Ltd. and Earth Day Festivities – To kick off Earth Day festivities, The Second Cup Ltd. is proud to lead the

Canadian specialty coffee retail industry and announce that 80% of their coffee, and 100% of their espresso coffee beans are now certified by third parties such as the Rainforest Alliance™. In fact, in 2011 Second Cup will purchase over 3 million pounds of coffee certified by Rainforest Alliance™ or Fair Trade™. To find a Second Cup location near you or for more information, please visit www.secondcup.com GfK Expands Comprehensive Insight Offerings with Social Media through Strategic Alliance with NetBase GfK Custom Research North America announced a strategic alliance with Social Media Insight & Analysis Company, NetBase, to provide enhanced online conversation tracking and sentiment analysis that will support GfK’s research capabilities.

For more information, visit: www.netbase.com or on Twitter @Net_Base; www.gfkamerica.com www.gfkinsights4u.com or on Twitter @gfkamerica.

Toluna Announces Two Executive New Hires – Toluna, one of the world’s leading online research panel and survey technology providers, today announced the appointment of two key new hires: John Bremer joins as Toluna’s Chief Research Officer and Peter Shafer joins Toluna as Senior Vice President, Enterprise Solutions. Additional biographies and information can be found by visiting www.toluna-group.com/us/about-us/management-team GlobUs Consulting & Research is pleased to announce the launch of its independent healthcare research business division, GlobUs healthcare, which will be primarily focused on online healthcare research. With the launch of our new division and our panels, we will enhance our already strong online presence in the Canadian and international markets, and with our dedicated staff and offices in Canada, Europe and Asia, we are able to provide high quality and timely research solutions and services. For more information contact damir@globushc.com, call 416-800-1174 x101, or visit web: www.globushc.com MRA, Quirk’s and CEB are pleased to announce they will be producing a new conference to advance the interests of corporate marketing researchers and executives as well as the research providers who support them. The Corporate Researchers Conference (“CRC”) will be held September 21-23, 2011, at the Fairmont Chicago, Millennium Park Hotel. Further information on the Conference will be available at www.mra-net.org/crcor by contacting Tara Cantore at tcantore@mra-net.org or 860-682-1000.

Do not forget to visit MRIA’s job board, for members only, with over 20 exciting postings! www.mria-arim.ca

People and Companies in the News sponsored by:

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SMRinfo@smres.com • 905.474.5271 • www.smres.com vue June 2011

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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 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 NOVEMBER 2010: ONTARIO BARBARA C. CAMPBELL RECRUITING CONSUMER VISION DAWN SMITH FIELD MANAGEMENT SERVICES INC. I & S RECRUITING NEXUS RESEARCH OPINION SEARCH QUALITY RESPONSE RESEARCH HOUSE INC. RESEARCH PROFESSIONALS TANN RESEARCH VALYRA RESEARC

QUEBEC MAYER, BOURBONNAIS & AUBE OPINION SEARCH

WEST & NORTH OPINION SEARCH SMARTPOINT RESEARCH INC. SYNOVATE TREND RESEARCH

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

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.

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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.

2010-2011

AWARDS

& RECOGNITION

Awards and Recognition serve critical functions within a professional association. They provide motivation for the many volunteers upon whose efforts the association depends. They provide an opportunity for the self-promotion within the association that puts a positive face on our activities and makes people feel good about belonging to the Marketing Research and Intelligence Association (MRIA). They also serve to highlight leadership and examples of excellence, in all areas, which are powerful ways of communicating the ideals and direction of the Association.

This year’s winners were announced and celebrated at the 2011 Gala Dinner and Awards Ceremony held at the Delta Grand Okanagan Resort on Monday May 30th 2011. Previous and current winners will also be posted online at www.mria-arim.ca/AWARDS/ExcelAwards05.asp

This year’s Excellence Awards are generously sponsored by

A.B. BLANKENSHIP AWARD

BEST IN CLASS

Elisabeth Garmaise

Awarded for a research project that serves as a shining example to research practitioners and users.

JOSEPH DOYLE AWARD Carolyn O’Keefe, CMRP

Kraft Canada “Tassimo” and Ipsos, Synovate, NPD, TNS, Fresh Squeezed Ideas, Millward-Brown

JOHN F. GRAYDON AWARD

BEST INTEGRATION

Iulia Sobtchouk

Awarded in recognition of a research project that demonstrates successful integration of market research with other information sources.

CMRP DESIGNATED IN JUNE 2010 Lisa Deschamps, Market Research Consultant, Deschamps Market Research – Montreal Claire Bazley, Research Analyst, Hotspex Inc. – Toronto Mike McEleny, Professor, Sheridan College – Toronto Iain Gledhill, Director, Telus Communications – Vancouver Margaret Wicken, President, Orion Marketing Research – Fredericton Greg Ambrose, Customer Insights, Indigo Books & Music Inc. – Toronto Catharine Bauer, Market Insight Manager, Leo Pharma Inc. – Toronto CMRP DESIGNATED IN FEBRUARY 2011 David Bartolf, Senior Research Analyst, SaskPower – Regina Mark Beaudet, President, Sterling Hunter Consulting – Montreal Monique Brulotte*, Senior Manager, Yellow Pages Group – Verdun Michael Del Bel, Associate Manager, OLGC – Sault Ste. Marie Sherif ElShikh, Director, Insight 2 Delight Inc. – Mississauga Jeanette Hoft, Vice President, CRA West – Kelowna Imran Khalifa, Manager, EMD Serono Inc. – Mississauga Darren Perche, Manager, Pollard Banknote Limited – Winnipeg

Kraft Canada “Tassimo” and Ipsos, Synovate, NPD, TNS, Fresh Squeezed Ideas, Millward-Brown THE MURRAY PHILP ALTRUISTIC AWARD Awarded for a market research project done on a pro-bono or reduced profit basis, for a not-for profit organization that has contributed positively to the individuals, groups or communities, within our Canadian Association, that it was meant to help.

Corbin Partners Inc. and The Wasser Pain Management Centre PUBLIC POLICY IMPACT AWARD Awarded for a research project in the broader public sector that has had a demonstrable public policy impact.

Corbin Partners Inc. and Department of Justice Canada BEST MULTINATIONAL Awarded to research practitioners who have initiated and taken the lead in designing and implementing a market research project, which collects data from respondents in more than one country.

Environics Research Group and AstraZeneca * Indicates that the candidate still needs to complete the 102-Ethical Issues and Privacy in Marketing Research course.

The eminent members of the 2011 Judging Panel for the Excellence in Research Awards represent research practitioners from many different areas: Chair: Ed Gibson, CMRP – CRC Research, Judges: Gail Tibbo, CMRP – Incisive Marketing • Donald Williams – NADbank Inc. • Carol Wilson, CMRP – SPIELO • John Ball, CMRP, IFOP North America

P RO F E SS I O NAL D E VE LO P M E N T

2011 EDUCATIONAL PROGRAM

MRIA Institute for

Professional Development

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Advance Your Career Through Online Education Complete these Core courses at the time convenient for you, without having to leave your desk!

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101-Introduction to Marketing Research 102-Ethical Issues and Privacy in Marketing Research 201-Marketing Research Design: An Applied Course 202-Questionnaire Design 204-Qualitative Marketing Research

“I know it, so don’t want to take the course” – Now you can prove it!

Pass an online challenge test for any of these Core courses and earn credit towards your CMRP designation.

NEW!

MCP 10

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Webinar Date: June 15, 2011 (part 1) and June 22, 2011 (part 2) Webinar Time: 12 – 2:00 PM EDT (for both parts) Registration Deadline: June 10, 2011 Presenters: Sean Campbell and Scott Swigart, Cascade Insights Measuring Brand Equity PD Webinar Recording Format: three 2-hour webinars Instructor: Alan C. Middleton, BSc, MBA, PhD Purchase the recording in the MRIA Portal

MCP = Maintenance of Certification Program

Register today at the MRIA Portal!

For more details or to register online, visit our website at www.mria-arim.ca

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P RO F E SS I O NAL D E VE LO P M E N T

Looking Back and Looking Forward How do we establish the CMRP as an essential designation, something widely demanded by those who buy research, employ researchers, and count on a high calibre of marketing research professionalism?

Fergus W. Gamble, CMRP It does not seem like more than three decades since I last set foot inside a meeting of what was then the PMRS board of directors. But then maybe that is because our executive had such a great time working together (and celebrating at our retirement dinner) that we still met together, once a year, for the next 25 years!

At that time, the organization had fewer than 300 members. The first conference had only recently been conducted, and the education committee of the day had run only very basic research courses for a few years. How this has all grown. Now the MRIA Institute for Professional Development runs many courses and webinars on different topics, and administers our professional designation, the CMRP, following intensive education and a seven-hour examination.

Back then, it was actually a wish of a few members to have an effective licence for research professionals, in large part to exclude those they saw as frauds and research charlatans. Now, we have a professional standard that allows those who have earned it to add CMRP to their signatures, demonstrating their significant level of ability and knowledge in our occupation.

I am full of admiration for those who have come before me, in the Professional Development and Certification Committee, to make it what it is today, for those who continue to serve on the committee with me, and for those who will do so for the next couple of years. We are supported by MRIA’s executive director and staff, who make so much of what gets done possible for the volunteers – so the committee can take the credit!

However, it concerns me that widespread acceptance and adoption of the CMRP is still in the future. It is my hope that, during my tenure as the chair, we can more firmly

establish the CMRP as something that is widely demanded by those who employ researchers, buy research, and count on a high calibre of marketing research professionalism. The question becomes how best to do this?

Do we require the process to be broken down into several stages, achieving the CMRP level as the ultimate goal, much like the graduated driver’s licence or progressing from an undergraduate degree to a master’s degree and eventually to a doctorate? This is an approach used in other countries and industries.

Do we campaign among company decision-makers to establish the CMRP as a desired or even mandatory standard for employment; or failing that, will it be required as a credential to be achieved after being awarded a position?

Do we work toward the CMRP being mandatory to practise within the business, as with CAs, lawyers and other professions, thereby fulfilling the licensing dreams of the few in the earlier years?

Do we offer specialist CMRP versions for qualitative, quantitative, field administration, and even social media?

Should we be focusing our efforts, instead or as well as, on the new ISO standards for our profession?

I would appreciate submissions of your thoughts and suggestions to our committee.

Fergus Gamble, CMRP, has been a member of MRIA-PMRS for over thirty years. He was a student in the first formal education course, helped organize the initial PMRS annual conference, and has served as chair of both the Membership and the Special Projects portfolios. Fergus is president of Radix Market Research Inc. and can be reached at fergus.gamble@radixmr.com vue June 2011

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from different angles, helping you to garner a fresh perspective in a quicker Strength in Numbers time frame.

Caroline Freakes Magic can truly happen when there Ipsos Camelford Graham is a really strong partnership between There is strength in numbers. But I am all researchers and the client team. not talking about validity or percentConstant dialogue and sharing of ages. knowledge and thoughts, and acting as But first, let’s take a sidestep. When one team, really can leverage the power it comes to reporting on projects and of numbers! delivering results, I’m sure we’ve all experienced crazy timelines, where deep actionable insights are required, literally B2B REPORTER days post-field, and where deliverables More on the Relevance of B2B – are required to be engaging, insightful Research, That Is and tight, yet comprehensive.

Ruth Lukaweski This is not new, and it’s unlikely to RML Research change. Our clients themselves are Last month, we noted references to the feeling more and more pressured to deliver fresh insight in a timely manner. perceived irrelevance of B2B marketing.

This month, we look at B2B research The problem, as we all know, is that cutting back on thinking can result in navel-gazing. Pointing to the lack of unsubstantiated, inaccurate, or even less information about its own sector, the U.K.’s Business Intelligence Group insightful findings. Often during (BIG) conducted some research to analysis, you have to explore the data, respond to a few nagging issues. think laterally about it, attack it from What (exactly) is B2B research? One different angles and challenge it, so that definition focuses on “when the you can then really identify underlying product or service is being used in a truths and opportunities.

An expert moderator knows how to business environment” (Ruth McNeil, shave seconds off in a group and cut to in her book Business to Business Market the chase fast. But what we also need to Research, 2005) versus “when our be able to do is leverage the best insight respondents are buying the goods and services, not with their own money but and tell the most engaging story in tighter timelines. It is not easy, but this the money of companies/organizations for whom they work” (Andrew is a challenge that we need to overcome. This is where numbers can play a McIntosh). ESOMAR prefers to refer to the “non-consumer” as opposed to role. Think people, not percentages.

Leveraging the collective brilliance of “B2B research.”

Just about everyone does it. BIG a team of experts, particularly when maintains that two-thirds of U.K. they come from multidisciplinary research agencies do “some” B2B backgrounds, affords opportunities to think laterally and explore findings research, with fewer than one in ten

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claiming to be B2B research specialists.

Estimates of the “value” of this segment vary from 6–7 per cent to as high as 20 per cent of total research spend – but the value could be closer to 12 per cent.

B2B research is slated to grow at a much slower pace. It is expected to grow at a rate of 3.6 per cent, versus 6.6 per cent, by one estimate (business versus consumer). B2B research also faces serious challenges – the recession and declining budgets, DIY research tools, and inexperienced staff. There is “cautious optimism” about the future of this segment’s ability to deliver highvalue research and insight, and take advantage of new technologies.

Commentary: What was missed. B2B research will continue to be a small part of total research spending, but consumer research is more saturated. B2B budgets are very small, and many projects are one-offs. There should be room for B2B research to grow, despite the projected low growth rates. There is a need for better training and education in this segment.

STANDARDS Revisiting Best Practices for MixedMode Surveys: How to Apply the Principles of Best Practices Donald Williams NADbank

Can we simply stitch together the best practices that apply to individual modes of data collection? Most of the best practices that apply to general survey research also apply to mixed-mode surveys, with a few adaptations. Some of these best practices are included in MRIA’s Code of Conduct and Good

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Practice. But applying best practices to mixed-mode surveys is complex and requires significant resources.

Peter Andrews, in a presentation titled “Survey Research in a Multi-Modal World,” outlined the following steps.

years before, and when I think of the brilliant members sitting out there before me. I can only hope to impart a few insights from an IP litigator who loved his work. …

“My favourite trade-mark case is the Jaguar Cars case, because it helped to 1. Leverage industry research in This article appeared in the October clarify the brand extension protection instrument design. Incorporate the 2009 issue of Vue. It reappears in this given to famous trade-marks, and gave design advantages inherent in a issue because it is important, once me an opportunity to work with Ruth particular mode of data collection. For again, to recognize best practices, Corbin to develop a comprehensive example, visual aids work well in online especially as research moves to market research–based approach to or mail questionnaires. For a telephone multimodal platforms. issues of fame, brand extension, and mode of collection, the question flow, depreciation. [With respect to the role oral presentation, and interviewer engagement are some of the important THE COURT OF of market research in litigation], I told elements that determine optimal the Court of Appeal in the Jaguar case PUBLIC OPINION design. that I would not be raising the total MRIA Award Winner Honoured for rejection of all the Jaguar Cars surveys Lifetime Achievement by the 2. Apply mixed mode to subjects and by the trial judge, as it was unnecessary Canadian Bar Association situations where measurement differences in order to succeed on appeal, but I Amy Charles will be at a minimum. Take into would have to raise it ‘on another day.’

Ipsos Reid Corporation consideration differences between data I had no idea where or when. This is collection modes at the design stage.

Lawyer Douglas Wilson is one of the that day. …

The objective is to minimize mode originators of education about survey “I suggest that you study that case effects (same question, different evidence in Canadian courtrooms. He and consider using that type of answers). Several research-on-research was a recipient of MRIA’s Best in Class evidence when you are faced with issues studies that provide details on mode research award, for the outstanding like fame, brand extension, and effects are readily available. integration of several modes of market depreciation. … While there are intelligence, and was honoured by the 3. Maintain a consistent channel of sometimes legitimate concerns with Canadian Bar Association, in May communication. The method of such evidence, an alternative such as communication (e.g., interview-assisted 2011, for lifetime achievement. Here is bringing in dozens or hundreds of an excerpt of what he said about market or self-administered) should be witnesses would not work. I urge you consistent within each method of data research to members of the legal profesall to embrace this science, ensure that sion and Federal Court judiciary, on collection. For example, face-to-face it is the best we can do, accept it in accepting his award at a black-tie interviews may utilize aural or visual whole or in part based on any dinner in Ottawa. stimuli. However, maintaining deficiencies, and give it weight “My ladies, my lords, members of consistency in the selection of a set of visual over aural interactions may likely the IP [intellectual property] litigation accordingly. Use the instructive parts to profession, ladies and gentlemen. I am assist with fair conclusions. Don’t throw reduce mode effects. them out altogether if there are some humbled to be standing here when I deficiencies. These tools are too useful 4. Use sophisticated sample management. think of the stellar members of our in the administration of justice.” profession that have stood here in the Sophistication does not necessarily equate to best practices; using different data collection protocols requires more detailed planning for sample management. Telephone, mail, and web-based sampling procedures have radically different approaches.

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Thank you to all who made the 2011 MRIA National Conference in Kelowna a huge success!

Have a splendid summer!

Tony and Jeanette Hoft CRA West Conference Chair and Communications

Merci à vous tous qui avez participé au succès immense de la Conférence nationale 2011 de l’ARIM à Kelowna!

Nous vous souhaitons un été splendide!

Tony et Jeanette Hoft CRA Ouest Présidence et communications