VUE APR.2005
Transcription
VUE APR.2005
vue Canadian Publications Mail Agreement #40033932 April 2005 the magazine of the Marketing Research and Intelligence Association A Great Conference Awaits Destination Halifax / Nova Scotia Tourism and Culture / W. Hayes Margaret Brigley on the upcoming National MRIA Conference in Halifax Also in this issue the latest on discourse analysis a prescription for pharma research and maximizing campaign ROI vue contents April 2005 commentary industry news 4 Editor’s Vue 27 People & Companies in the News 5 President’s Message 9 Letter to the Editor 29 Central Files 39 MRIA Connections columnists 32 the qual col by Natalie Gold 33 b2b reporter by Ruth Lukaweski 34 RU what? by Bob Collins 36 i.on research by Stewart Hemerling 37 the RAC report by John Ball features 11 a great conference awaits by Margaret Brigley 14 discourse analysis: interpreting the language of consumers and physicians by Anton Turner 16 a prescription for pharma research by Ed Gibson 20 maximizing campaign ROI: are you using a microscope or a telescope? by Scott Hanson RETURN UNDELIVERABLE CANADIAN ADDRESSES TO The Marketing Research and Intelligence Association / L’Association de la Recherche et de l’Intelligence Marketing 2175 Sheppard Ave. East, Suite 310 , Toronto, Ontario M2J 1W8 Canadian Publications Mail Agreement #40033932 commentary Editor’s Vue Nikita James Nanos, CMRP The team leading the organization for the MRIA National Research Conference in Halifax (June 19-21, 2005), by all accounts, has done an outstanding job. Whether it’s the excellent list of speakers or the fun social activities, the Halifax Conference is poised to be a great success. We lead off our issue with an update from Margaret Brigley, the Marketing Chair for the 2005 Halifax MRIA Conference. Conference participants will be able to choose from four conference streams: Emerging Issues, Innovative Approaches, Managing the Business, and Technical. For our Francophone members, the Halifax Conference will also include a dedicated French language stream. Anton Turner in “Discourse Analysis: Interpreting the Language of Physicians”, examines the importance of language and research as it relates to brand positioning, core messaging and needs assessment. Anton looks at Discourse Analysis (DA) in both pharmaceutical and consumer research. Following Anton, Ed Gibson in “A Prescription for Pharma Research” provides an inside look at medical market research, be it qualitative, quantitative or online. 4 vue Scott Hanson in “Maximizing Campaign ROI”, looks at Marketing ROI (Return on Investment) and the importance of the proper evaluation and measurement of the efficacy, performance, cost and impact on increasingly complex multichannel marketing campaigns. If you want to share your experience, a book or product review, or your opinions, please do not hesitate to contact me directly. Vue Magazine is considering submissions on a full range of topics. Our next deadline for authors and advertisers is April 20th. Please feel free to forward your ideas and articles to me by email nnanos@ sesresearch.com or telephone (613) 234-4666. Until next month, Nikita James Nanos, CMRP Editor-in-Chief April 2005 commentary MRIA President’s Message An update on activities and issues affecting the profession Don Mills, CMRP, MRIA President I am very pleased with the progress that MRIA has achieved in such a short period of time. Our committee structure has continued to function in a seamless manner since the merger and remains focused on the delivery of services and value to our members. Our three councils (the Chapter Council, the Research Agency Council and the Research User Council) are now all fully constituted with their own advisory boards and hard at work to serve their constituents. The new board has been actively engaged with key policy issues such as the “DoNot-Call” legislation, as well as the future direction for the Association. To this end, a strategic planning process has been initiated by the board which will be facilitated by Jim Pealow, our merger consultant and Brendan Wycks our new Executive Director. As promised, we will continue to keep our members informed and involved in this process. We have made incredible progress in launching the new Association. Our website (www.mria-arim.ca) is fully active and provides members with an excellent source of information regarding MRIA activities and means of communications. Congratulations to Roger Griffin, Chair of the Communications portfolio and his team for their terrific work in launching our new website. The next phase of development for the website is the introduction of a French version. The Communications Committee is also hard at work profiling MRIA as the voice of the industry and enhancing our reputation as a professional organization through various public relations and marketing initiatives. The new look of our publications is a tribute to Nik Nanos, in his capacity as Chair of the Publications Committee. Not only does VUE raise the presentation and content standards of our monthly magazine, but the Canadian Journal of Marketing Research does the same. A good deal of the board’s early efforts have been to ensure that the governance of our Association is as effective and efficient as possible. This means that much of the operational responsibilities for day-to-day activities will be April 2005 left with the operating committees and our Executive Director, while the board focuses mainly on policy issues and strategic direction for MRIA. One of our members asked for some explanation regarding the choice of the name for our new Association. As I am sure most will appreciate, finding a consensus on any proposed new name is challenging at the best of times. In the case of the choice of the Marketing Research and Intelligence Association (MRIA), however, consensus was actually reached quickly. The name of the new organization had to reflect a broader mandate and be more inclusive of complementary disciplines, such as those who undertake data mining and customer relationship management, among others. The addition of the word “Intelligence” was incorporated to elevate the status of the work we do, that is, more insight oriented than fact-oriented research. Finally, while there was considerable debate regarding whether there was a need for the inclusion of a country reference in the name, in the end the consensus was largely redundant, given that our members were exclusively Canadian to begin with. We realize that some members may not agree with the final choice of our new name, but truthfully, there has been only positive feedback to date regarding the new name (with the exception of the recent letter to the editor). Finally, I would encourage all members to visit the website to have a look at the program for the 2005 National Marketing Research Conference to be held in Halifax from June19th to the 21st. This will be the first conference for MRIA and as the theme “New Horizons” implies, will be an outstanding opportunity for members to challenge their thinking and gain new insights about our industry. As always, feel free to contact MRIA with any constructive comments or feedback. Don Mills, CMRP, can be reached at (902) 421-1336 ext. 3237 or [email protected] vue 5 Commentaire Message du président de l’ARIM Je suis très heureux des progrès réalisés par l’ARIM en si peu de temps. Don Mills, CMRP, président de l’ARIM Notre structure de comités a continué de fonctionner sans heurts depuis la fusion et demeure axée sur les services aux membres. Nos trois conseils (le Conseil de chapitre, le Conseil de l’Agence de recherche et le Conseil des utilisateurs de la recherche) sont maintenant tous pleinement constitués, dotés de leurs propres conseils consultatifs, et déploient toute leur énergie à servir leurs membres. Le nouveau Conseil d’administration a travaillé avec diligence sur les questions de politiques de première importance comme le projet de loi sur le service de retrait d’adresse et de numéro de téléphone, ainsi que sur les orientations futures pour l’Association. À cette fin, le Conseil d’administration a amorcé un processus de planification stratégique qui sera dirigé par Jim Pealow, notre conseiller pour la fusion, et Brendan Wycks, notre nouveau directeur administratif. Comme promis, nous allons continuer d’informer nos membres et de les intégrer à ce processus. Nous avons réalisé des progrès incroyables avec le lancement de la nouvelle Association. Notre site web (www.mria-arim.ca) est complètement opérationnel et constitue une excellente source d’information pour nos membres en ce qui a trait aux activités et aux moyens de communications de l’ARIM. Je tiens à féliciter Roger Griffin, président du portefeuille des Communications, et son équipe pour leur travail extraordinaire en vue du lancement de notre nouveau site web. La prochaine phase de développement pour le site web est l’ajout de la version française. Le Comité des Communications travaille fort pour faire en sorte que l’ARIM devienne la voix de l’industrie et pour renforcer notre réputation d’organisation professionnelle dans le cadre de diverses initiatives de relations publiques et de marketing. Grâce à Nik Nanos, le président du Comité des publications, nos publications ont fait peau neuve. Non seulement a-t-il rehaussé les normes de présentation et de contenu de VUE, notre magazine mensuel, mais il a fait de même pour le Canadian Journal of Marketing Research. Dans un premier temps, le Conseil d’administration a surtout veillé à ce que la gestion de notre Association soit aussi efficace et efficiente que possible. Cela signifie qu’une grande 6 vue partie des responsabilités fonctionnelles liées aux activités quotidiennes seront confiées aux comités d’administration et à notre directeur exécutif, tandis que le Conseil d’administration se concentrera principalement sur les questions d’ordre politique et les orientations stratégiques de l’ARIM. L’un de nos membres a demandé des explications quant au choix du nom de notre nouvelle association. Comme la plupart d’entre vous le reconnaîtront, le choix d’un nouveau nom fait rarement le consensus. Dans le cas du choix du nom Association de recherche et d’intelligence marketing (ARIM), le consensus a toutefois été rapide. Le nom de la nouvelle organisation devait refléter un mandat plus large et inclure des disciplines complémentaires comme celles portant sur l’exploration des données et la gestion des relations avec la clientèle. L’ajout du mot « intelligence » visait à relever le statut de notre travail davantage axé sur une vision que sur des faits. Finalement, après s’être demandé s’il y avait lieu de faire référence au pays dans le nom, on a finalement conclu que ce serait redondant étant donné que nos membres étaient exclusivement des Canadiens. Certains membres ne seront peut-être pas d’accord sur le choix final de notre nouveau nom mais, sincèrement, nous n’avons jusqu’ici reçu que des commentaires positifs (exception faite de la récente lettre à la rédaction). En dernier lieu, j’invite tous les membres à visiter le site web et à jeter un oeil sur le programme de la Conférence nationale sur la recherche en marketing 2005 qui se tiendra à Halifax du 19 au 21 juin. Ce sera la première conférence de l’ARIM et, comme le thème « De nouveaux horizons » l’indique, il s’agira là d’une excellente occasion pour les membres d’échanger des idées et d’obtenir de voir notre industrie sous un nouveau jour. Comme toujours, n’hésitez pas à communiquer avec l’ARIM pour lui faire part de vos commentaires constructifs et de vos réactions. Don Mills, CMRP Président-directeur général Corporate Research Associates Inc. Téléphone : (902) 421-1336 (poste 3237) April 2005 vue IS THE OFFICIAL MAGAZINE OF THE MARKETING RESEARCH AND INTELLIGENCE ASSOCIATION April 2005 EDITOR-IN-CHIEF ARE YO U ON COURSE? Nikita James Nanos, CMRP SES Research Tel: (613) 234-4666 [email protected] ASSISTANT EDITORS Dominic Atkinson (416) 312-7074 [email protected] Daniel Barros Daniel Barros Marketing Research (514) 738-0665 [email protected] Annie Pettit ICOM Information & Communication (416) 297-7887 ext. 2466 [email protected] Articles and Letters to the Editor are welcome. Materials will be reviewed by the Vue Editorial Team. Once 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. 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. MRIA SCHOOL OF MARKETING RESEARCH CANADA’S LEADING PROVIDER OF MARKETING RESEARCH EDUCATION FOR PROFESSIONALS MRIA seminars are intended to be practical with techniques that can immediately be applied to your work. Highly respected industry experts, MRIA instructors are not only knowledgeable but also approachable and articulate. Classes are intentionally small. Some topics we are offering this month include: Fundamentals of Marketing Research Internet Research Qualitative Research Semiotics Social Values Research Intrigued? Details on these courses can be found in this month's insert. For a listing of all our courses and information on the CMRP designation, see the website: Marketing Research and Intelligence Association L’Association de la Recherche et de l’Intelligence Marketin 8 vue www.mria-arim.ca/education April 2005 commentary Letter to the Editor advertise now Dear Editor: I feel compelled to echo the sentiments of Keith Neuman in his letter to the editor in the February issue, and Natalie Gold in her column in the same issue. I too am disappointed in the name chosen for our merged organization, particularly the lack of the designation “Canadian.” While I understand the word “intelligence” is in vogue right now, I wonder how long it will continue to be current. I also wonder why the words weren’t reversed for an easily pronounced acronym, e.g., MIRA. I know the transi- April 2005 tion committee worked very hard, and I am trusting there is some justification for the way it was done, which would be nice to know. Or, could we go back to “the drawing board”? Is it too late to become, for example, the Canadian Marketing Intelligence and Research Association (CAMIRA)? Or think of the promotion possibilities for the Marketing Intelligence and Research Association of Canada (MIRAC)! in Vue, Canada’s leading marketing research magazine visit www.mria-arim.ca/advertising/vue.asp call Grace Woo at (416) 493-4080 or 1-888-815-7677 Yours truly, Dorothy Aaron, CMRP vue 9 vue magazine a great conference awaits! We’re just a few months away from the 2005 MRIA National Conference in Halifax, Nova Scotia. If you haven’t yet decided whether to attend, have a look at what this year’s conference has to offer! b y M a r g a r e t B r i g l e y, THE PATH TO PROGRAM SELECTION… Program selection is now complete and the 2005 conference is sure to offer an abundance of relevant topics for any researcher. This year, the organizing committee chose a somewhat different path for final program selection. Rather than issuing a formal request for papers, as was done in the past, requests for speakers where made. An overwhelming response of high caliber speakers was received, with the number of applications outnumbering available program slots by more than a three-to-one ratio! To ensure quality program sessions, each proposed speaker was then short-listed and three speaker references were requested. Only after carefully checking each potential speaker’s references were topics confirmed and slotted in one of four English streams, including: Emerging Issues, Innovative Approaches, Managing the Business and Technical. Having four distinct parallel program streams will hopefully ensure that the conference has something for every research professional, regardless of their interests. Topics were selected to ensure a complete range of offerings within each stream. In addition, for the first time in recent conference history, this year’s event will provide a French stream that includes topic representation from each of the four streams mentioned above. To see how you can get the most for your conference attendance, check out the four program streams and their speakers… see table on the following page. April 2005 CMRP In addition to the parallel streams, the conference will include five dynamic keynote speakers, including: • Michael Adams, President, Environics Fire and Ice! – The Widening Gap Between Canadians and Americans. • Sir Graham Day, Show Me the Money – Demystifying Research for Clients. • Chantal Hebert, National Affairs Writer, Toronto Star – Asymmetrical Federalism – The New Political Reality. • Wayne McCullough, Senior Manager Corporate Research, DaimlerChrysler Voice of the Customer – How DaimlerChrysler Transformed its Product Line. • Eric Salama, Chairman & CEO, Kantar Group – Managing the Challenge of Talent – Recruitment and Retention Strategies. And don’t forget this year’s conference will offer a taste of east coast hospitality that you won’t want to miss – a sail on the Bluenose II, lobster dinner, a kitchen party like no other, and an animated brewery tour to name a few! Plan to join us for thought provoking, educational sessions and exciting social events at the 2005 National Marketing Research Conference. For ongoing information and details, visit the MRIA website at www.mria-arim.ca and follow the conference link. For accommodation information or bookings call the MRIA Conference Line at 1 (866) 456-5874. Margaret Brigley, CMRP is the Marketing Chair for the 2005 MRIA Conference and Vice President, Corporate Research Associates Inc. Argyle Street - Credit: Destination Halifax/HRM Tourism/ P. Franklin Brewery Market - Photo Credit:Destination Halifax/HRM Tourism/J. d'Entremont see Program Streams and Speakers, next page vue 1 1 vue magazine Halifax MRIA Conference Program Streams and Speakers Emerging Issues Innovative Approaches Managing the Business Ruth Corbin, Ph.D., CEO, CorbinPartners Inc. - Trial By Survey: Using Research in Canada’s Courtrooms Joseph Chen, Research Executive, Millward Brown - The New Breed of Man: Metrosexual or Action Hero? Raymond Cyr, Founder VOXCO and Benjamin Commerie, Project Director, CROP - Improving Response Rates by Offering Survey Choice to Respondents Brenda Graham, Partner, Camelford Graham - Testing New Product Concepts Raymond Cyr, Founder VOXCO and Benjamin Commerie, Project Director, CROP - Improving Response Rates by Offering Survey Choice to Respondents Tony Coulson, VP Public Affairs, Decima Research Inc. Online Reliability - Fact or Fiction Will Guild, Ph.D. - Stanford University - Deliberative Polling An Alternative to Traditional Qualitative Research Michelle Carinci, President, Atlantic Lottery Corporation Changing Trends in Gaming Research Rob Hetherington, Managing Director and Carol Wilson, Statistician, Corporate Research Associates - Tipping the Scales - Weighing in on Word versus Numeric Measurements Brian Lee Crowley, Ph,D., President, Atlantic Institute for Market Studies- Performance Metrics in the Education Sector Brian Lee Crowley, PhD., President, Atlantic Institute for Market Studies -Performance Metrics in the Education Sector Tony Lea, PhD, Senior VP, Environics Analytics - Social Values and Geodemographics Stephen Levy, President, IpsosReid - Eastern Canada Loyalty, Database Marketing, and What Researchers Should be Doing Next Keith Price, Senior VP, Greenfield Online - Online Research: Surveying from the New High Ground Chantal Hebert, National Columnist, Toronto Star Credibility of Public Opinion Polling Peter Johnson, Ph.D., Director, Strategic Information Unit, Direct Marketing Association Lessons from the Do Not Call Legislation Debate in the U.S. Charles Leech, Exec. VP ABM Research Ltd. - Semiotics and Qualitative Research Laurent Marcoux, Director General, PWGSC, Public Opinion Research and Advertising Coordination - Public Opinion Research in the Government of Canada Benjamin Rietti, CEO, E-Tabs Ltd. - Using Technology to Improve Research Reporting Laurent Marcoux, Director General, PWGSC, Public Opinion Research and Advertising Coordination - Public Opinion Research in the Government of Canada Chantal Hebert, National Columnist, Toronto Star Credibility of Public Opinion Polling Stephen Popiel, Ph.D., VP, Synovate Motoresearch - The Use of Neuroscience in Market Research Michele McKenzie, President, Canadian Tourism Commission Changing Trends in Tourism Research Michael Rodenburgh, Senior VP, Client Services, Vision Critical - Leveraging Research Using Proprietary Customer Panels David Stark, Public Affairs Director,TNS Canadian Facts Privacy Laws - One Year Later David Stark, Public Affairs Director,TNS Canadian Facts Privacy Laws - One Year Later Joe Stagaman, Senior VP Product Development, AC Nielsen BASES Global Innovation and New Product Development Norman Mould, CEO, Synovate - Going Global: Beyond the New Horizon Victor Tremblay, President., Statplus - Multi-Dimensional Weighting Victor Tremblay, President., Statplus - Multi-Dimensional Weighting 1 2 vue Technical French April 2005 discourse analysis: interpreting the language of consumers and physicians b y A n t o n Tu r n e r not to say that discourse analysis would be used to replace the thinking and insight of experienced qualitative researchers, but rather it aims to build on robust qualitative research and provide a finer and highly detailed examination of the language of consumers. In effect, DA equips the researcher with a methodological microscope. Sometimes the answer can be as easy as looking more closely at the language of the consumer, but language in both the pharmaceutical and highly researched consumer worlds typically requires dedicated examination before insightful patterns of language are recognized. THE SCIENCE OF DISCOURSE ANALYSIS (DA) is the very close study of language – to take what people say, and uncover the meaning, motive or intent behind their language. DA looks for meaningful patterns in the language that would otherwise not be readily apparent. Some researchers have a tremendous instinct for these patterns, but even they can’t match the comprehensive and systematic examination of language that DA provides to areas such as brand positioning, core messaging and needs assessment. This is 1 4 vue DA IN PHARMACEUTICAL RESEARCH The application of DA to both pharmaceutical and consumer research is rapidly developing. The careful, rigorous study of the discourses of physicians, nurses and patients is providing a genuinely new take on some much considered research questions. For example, if physicians consistently express positive language about a new medication, does it follow that they will then use that medication? DA can show if the positive language correlates with actual intent language, that is, if physicians are positive about a medication will they then prescribe it. On several occasions we have specifically examined whether positive language correlates with intent language, there has yet to be a firm connection. In other words, physicians expressing positive remarks about a med- ication does not necessarily mean anything about how they intend to prescribe that medication. In fact, our most striking example is in the area of a psychopharmacological medication, where very consistent and positive language scores were associated with almost no specific intent to use the medication across a sample of 40 physician interviews. While it is no surprise that the discourse of patients is less technical, more emotional, illogical, and understandably self-centered, they can also provide significant rational, mature, hopeful, balanced and even inspirational discourse. Particularly important is the fact that patients tend to provide more fertile insights into conditions and their treatments than physicians. Patients however, do not fill out the prescriptions, but they do clearly influence physicians. For example, patients influence the language of PCPs (Primary Care Physicians, or GPs), and, in fact, these two groups have a highly shared language. The common pattern between PCPs and patients is for the language of the PCP to migrate to what the patient will understand and potentially act on. As patients are the people PCPs speak to most often about medical issues, and are the people physicians are trying to influence (and patients are often trying to influence physicians), it is not surprising that the language of PCPs evolves toward the patient’s discourse. A shared language means shared understandings and goals, and has many implications for how physicians and patients are communicated to. April 2005 vue magazine Specialists have a language that is distinct from PCPs and patients, and, unsurprisingly, different specialties have relatively different discourses. In addition to the technical terms they use when dealing with their medical specialization, specialists’ discourses also vary in how and why they support their arguments, and to what level and the type of emotional or rational words are employed. An obvious example involves psychiatrists, who have a discourse that is notably distinct from other specialties, and course analyst the chance to employ more elaborate techniques (which, it should be noted, may or may not provide anything useful). For example, a common but intensive DA procedure is to assess a consumer brand’s Brand Lexicon, that is, establish all the words that are associated with a specific brand. The client will then know exactly what adjectives, nouns, verbs (always interesting), adverbs, etc, are associated with their brands. Of itself this is useful but it is just the first step. The Lexicon should DA can show – if the positive language correlates with actual intent language, that is, if physicians are positive about a medication will they then prescribe it. amongst many other interesting characteristics is full of fascinating ways of avoiding questions. Alternatively, surgeons will have a much higher rate of rational references, although with DA this often serves to highlight rather than obscure their few emotional comments. One implication here is that the relatively limited emotional comments tend to take on a greater meaning, which is very useful if the expressed emotions are in fact the only relevant emotions in a given treatment area. DA IN CONSUMER RESEARCH Compared to the tight, chess-like nature of the study of physician language, the discourse analysis of consumer language feels like entering an emporium of linguistic delights. Although the same basic procedures will most likely be applied to consumer language, the natural richness of the language provides the dis- April 2005 then be fully interpreted to: create brand models; identify need, occasion and mood states; establish communication priorities or problems; and, always interesting, discover the psychological insight such fine-grained study inevitably provides. An example of an unexpected psychological finding from a Brand Lexicon comes from a commonly used drink product. Consumers had given the client’s brand an extraordinary number of possessive self-references. This means the consumer continually described the brand as my X, or the X is mine, or I use X, all of which signals a close, highly personal use of brand X. The main competitor brand had a quarter of such self-references but had twice as many social-situation references (e.g., with my friends we use competitor X, X is for show). The competitor brand had greater social value, but the client brand had a much higher personal value. It may seem obvious put this way, but these relationships were not clear before the DA. Accordingly, the client gained a firm insight into their main strength and the main strength of the competitor. One very useful build on the Brand Lexicon is to then complete a Competitor Lexicon (the complete language of the main competitor brand), and to compare and contrast the two languages for the client’s and the competitor-brand. Who owns what words? Which brand is most associated with which emotional or rational words? What is the spontaneous rate of mention of the competitor’s brand when talking about the client’s brand? A good example of the use of this work was with an office supply company. When we looked at the language around the client’s and the competitor’s brands we found, amongst other unusual patterns, that consumers regularly used the client’s and the competitor’s brand names interchangeably without realizing it. So, an illustrative consumer sentence would read, “I go to X because at Y they are always friendly, yeah that’s why I go to X”. This was a little disconcerting for the client to hear but highlighted an important issue of brand confusion. As a consequence the DA was redirected to find what language most distinguished the two brands, and as a result the client had much clearer direction on how to communicate their differentiating advantages. One of the most enjoyable DA procedures is called Psychoscan and is used on topics on which one knows consumers are unlikely to provide straight answers. Normally, with good moderation, consumers are reasonably up front, and sometimes alarmingly frank. But with issues such as body odour, or eating chocolate cookies, or why they bought a sports car, they, like the rest of us, tend to introduce a degree of impression management into their language. Psychoscan looks at how consumers choose to convey why they bought these products. Oddly, one of the real giveaway signs of impression management is when consumers ‘overtalk’ in response to a question. For example, a question continued on page 21 vue 1 5 If we could create the ideal client, it would be someone who had sales in the billions, whose products were used by virtually everyone, and who was unreservedly committed to market research. by Ed Gibson, CMRP a prescription for pharma research THE CLIENT ’S PRODUCTS WOULD BE prone to obsolescence so that a continuous flow of new products would have to be introduced. The client would also be in an industry that is fiercely competitive so that ongoing market research was necessary just to stay in business. And yet, when presented with such a client, some market research practitioners take the position that, yes, the market is there, but it is out of our area of expertise, too difficult, and too expensive to field. The client I refer to is, of course, the archetypal pharmaceutical company which markets its products through physicians and healthcare practitioners to the entire population. The purpose of this article is to dispel some of the mystique surrounding pharma/ medical market research and to provide practical guidance to those who aspire to contribute their skills to this niche area. Medical, like other specialist areas of market research, calls for knowledge of the subject, credibility with both clients and respondents, and an appreciation of the specific techniques that are (and are not) effective in the area. All these attributes are realistically achievable by the experienced market research practitioner. The subject is, of course, technical and a good foundation of technical 1 6 vue knowledge is required in order to understand the research topic and to be credible with clients and respondents alike. The main skill set required, however, is still that of a market research professional and the necessary medical knowledge can be acquired through an excellent accreditation course offered by Canada’s Council for Continuing Pharmaceutical Education (CCPE). All major pharmaceutical companies require that their Canadian drug reps have this designation. The course is offered by correspondence and can be completed within six to twelve months. Most medical market research projects mirror those of “regular” market research, and the study design is essentially the same. Medical projects can in- volve evaluating marketing campaigns and advertising materials, testing price sensitivity, testing reactions to potential new products, developing product introduction strategies, and message testing – in other words, all the usual suspects. What is different is the process of collecting data, which, for the most part, comes from physicians. Studies are still fielded as “quantitative” (using preformatted questionnaires) or as “qualitative” (in-depth interviews or focus groups). However, medical qualitative has quite different characteristics from consumer qualitative studies, and medical quantitative is not really quantitative at all (want the opinions of infectious disease specialists about your new SARS vaccine? Good luck, there are 216 in the April 2005 vue magazine whole of Canada!). Appropriate data collection is the key to effective medical market research and a brief review of the various methods (loosely classified as quant and qual) would be instructive. QUALITATIVE STUDIES Qualitative methodology can take the form of one-on-one interviews or focus groups. However, generally speaking, focus groups are not appropriate for physicians. Participants in consumer focus groups are normally brought together because of who they are “as people” – i.e. with influences from their past, with individual emotional underpinnings, and with different views of their place in the world. Physicians are individuals, too, but they are brought together because of their scientific and medical knowledge; they share a common background and are constrained in their practice (and opinions) of medicine by scientific fact, legal constraints and government regulation. They are cautious with their opinions and focus groups can be a restricting (rather than liberating) experience. No doctor will want to appear to be less knowledgeable than his or her peers in the group. Others will state their opinion, but will not be influenced by an alternate opinion from another physician (“I do it this way, he does it that way – fine, but I will stay with my existing practice”). Consumers will say “that’s a good idea, I hadn’t thought of that” and the discussion will evolve in a creative way. This having been said, physician focus groups can be useful where the topic is of a general, rather than a medically scientific nature. Examples of “general” topics are hospital administration and practices, community health, and the medical benefits of foods and supplements. In these cases, doctors can allow themselves to be controversial and express individual opinions. One-on-one interviews are generally the most productive method of physician market research. Physicians enjoy 1 8 vue conversing with a qualified medical moderator; they take the opportunity to relax and appreciate a “change of pace”. As they do with drug reps, the doctor will relate to the moderator as a colleague and appreciate the learning opportunity that research sessions often provide. QUANTITATIVE STUDIES Intellectually, physicians tend not to like pure quantitative interviews, whether over the telephone or in person. There are no absolutes in medicine and doctors are reluctant to give answers for “typical” patients (which they will maintain do not exist). They react negatively to quantitative interviewers who parrot a text without an appreciation of its context, and who can mispronounce technical terms or drug names. Quantitative interviewers also have difficulty in transcribing open ends, particularly when technical terminology is used. Quant studies also have a significant potential for being misinterpreted because physicians tend to “think through” questions rather than giving an initial emotional response, as would most consumers. I have found that physicians will frequently give a rating of 7 or 8 to a question where the preference scale is 1 – 10, regardless of whether they have a positive or negative perception. Physicians will temper a negative reaction with the knowledge that there are some beneficial factors to a stated premise, and those with a positive reaction will have in mind that there are always drawbacks in any given scenario! In-person (vs. telephone) quantitative interviews tend to produce better quality information because an inconsistent response can be more readily questioned. However, in-person interviews are more expensive to conduct, as travel is involved and scheduling is difficult. Physicians will rarely be late for an in-facility interview, but are not as respectful of appointment times where the interview is in their office. WEB STUDIES In contrast to telephone interviews, online surveys have proven to be a very effective way of sampling physician opinions as they avoid the pitfalls and drawbacks of other quantitative methods. Specifically: • the physician chooses the time to do the study, performs it willingly and without interruption; • physicians read (and comprehend) the questions themselves; they answer in their own words and can qualify their responses. Verbatim is literally verbatim, with exact phrases and technical terms recorded without error; and, • the study is typically completed at home so the doctor does not feel the conflict of conducting paid market research while patients are waiting. Answers from web surveys are generally more comprehensive and meaningful, and the sample population is richer. Many physicians – especially specialists – will not entertain other forms of market research, but will readily complete web surveys when invited to do so by a trusted company. To summarize, individual qualitative interviewing of physicians is an optimum research method for this category, and because the population is essentially homogeneous with regional differences, studies can be completed without quantitative backup. However, this can be a costly option and there are a limited number of qualified moderators in the field. Fortunately, web surveys have proven to be particularly appropriate for this market and prove to be a viable alternative to the qualitative option. Even though medical market research presents challenges, there is no reason for any experienced market research company to avoid this dynamic and rewarding field of practice. Ed Gibson, CMRP, is the President of Consumer Research Centre Ltd. He can be reached at [email protected] or (604) 922-3502. April 2005 vue magazine Learn more about how the well-proven principles of the scientific method are being reenergized and applied to measure and diagnose the incremental effects of multi-channel marketing campaigns to garner better insights and increase future yields. by Scott Hanson maximizing campaign ROI: are you using a microscope or a telescope? Some suggest that historical methods and traditional tools are no longer meeting marketer’s needs, particularly given the dynamics of today’s marketplace. With the proliferation of communications channels, and the ever changing way in which customers consume media, is it no wonder that pretesting scores are no longer aligning with in market performance. WHY ARE WE IN THIS SITUATION? Do our tools and methods need an overhaul? Are emotional drivers, as some would argue, superseding rational left brain decision making? Or is it all a function of changing market dynamics? At Longwoods we have amassed a body of research and experience over the past 14 years that suggests that it’s not so much that things are changing, but that as researchers, we have not changed much at all. After all these years, we still lack an acceptable and credible bottom-line measurement approach in the industry. Yet, professional evidence and experience suggests that if we look through a single lens or data set and provide a perspective that takes into account all the factors that define the “Brand Experience” (right down to bottom-line impacts and campaign ROI, including image, product or service delivery, and communication effects), 2 0 vue then the power to diagnose and cure what ails most marketing efforts comes alive. The primary challenge is: how can an organization be sure it is spending the right amount of money on the right kind of advertising and marketing so that it can successfully impact and influence attitudes, behaviour and, ultimately, sales? Well to be sure, some marketers, especially those from data-rich firms focused solely on direct-marketing, are able, in a stimulus-response fashion, to determine how responsive consumers are to an individual coupon or price reduction. But things are not that simple anymore. More than ever, the marketing discipline is art informed by science: most organizations still spend vast amounts of money trying to create awareness, shift attitudes, or influence behaviour and adoption of new products and services without knowing precisely the relationship between costs and effects. Many marketing executives, both public and private, occasionally feel that they have little choice but to throw money at the wall and hope that at least some of it will stick. That kind of thinking, however, is rapidly disappearing. These days, business leaders, chief marketing officers, and the people who work with them are under increased pressure to make marketing more a quantifiable science and less an ephemeral ‘black art’. Numbers-driven corporate leaders demand to know how efficiently their marketing dollars are being spent. In response, a measurement approach known as Marketing ROI is emerging to help marketing and communications professionals address these pressing issues. With so much riding on the proper evaluation and measurement of the efficacy, performance, cost, and impact of increasingly complex and integrated marketing activities, many of us are striving to develop different tools and April 2005 vue magazine approaches that, indeed, have been met with both skepticism and enthusiasm by some of the world’s leading marketing organizations. In fact, recent approaches, based on the scientific method, have been heralded for their uniqueness, relevance and unparalleled ability to not only quantify bottom-line sales impacts of multichannel marketing programs, but also to provide the diagnostic insight that looks at the interrelationships between, media, message, channel, and all other important elements, thus fueling increased campaign efficiency and yield. There is a strong body of evidence suggesting that simply applying the wellproven principles of the scientific method, coupled with proper research design, to measure and diagnose the incremental effects of multi-dimensional campaigns, is a tried and true process that will achieve results that have generally eluded the majority of marketers to date. In addition, we offer up that this new direction for achieving marketing accountability that looks not through the lens of the research function, but through the eyes of the business and the larger corporate system, will change the way we, researchers, look at performance measurement. It is safe to say that the effective evaluation of marketing’s impact on sales is as much an integration of research tools and methods as it is an outcome of marketing strategies. In fact, measurement apApril 2005 proaches can, and probably should, start from the perspective of marketing strategy (i.e., the clients’ needs, challenges, and goals), rather than from the perspective of research technique, as it so often does. As the rapid emergence and proliferation of marketing channels increase the ability to reach people in multiple ways, we must not lose sight of the fact that success in evaluation, measurement, and marketing optimization is built from adherence to best practices in the fundamentals – research design, quality data and collection, and deep, rich diagnostic and predictive analysis – that answer marketers’ most important questions and issues. Empirical approaches that involve the use of experimental design and analysis, control procedures, and single source panels or data sets – direct measures of what people see, hear, feel, do and why they do it (rational and emotional factors) – can support the holistic framework the client needs to be successful. When gathering this information is not feasible, we must recognize the value of combining and using transactional, historical, convenience, or incidental data as a basis for quantitative estimates of the effect of marketing efforts. A caveat is that the output of such analysis yields synthetic models of reality that are missing the emotional facet of customer behaviours: disparate databases are combined or correlated in some way, the tools and techniques used are extremely sophisticated, and the results sometimes difficult to understand or apply, as they do not provide the advantage of detailed diagnostics at the level that marketers can readily use them to improve and optimize their creative efforts and planning. Modeling is better used as a decision-support tool, and less valuable for the marketer’s day-to-day need and desire to measure, track, and optimize the impact of their marketing efforts. In the end, marketing, communications, and advertising have both emotional and rational elements that must be understood in order to help marketers adjust, change, revise, or improve efforts and results. Applying a holistic process that aligns the insights and measures gathered from advertising pretesting, postcampaign diag- nostic and evaluation surveys (and links to sales) will deliver an understanding of the success or failure of marketing performance, as well as ways to improve and ultimately optimize future efforts. This, in turn, informs ongoing impact evaluation and accelerates the ability to build knowledge on specific situations, creative offerings, media combinations, and on how customer segments respond differentially to the brand, via regular tracking and accountability metrics. Ultimately, a continuous customer and marketing learning cycle can be put in place, fed by the distribution and application of the appropriate measurement techniques and methods. History has shown that business data silos exist and are hard to reconcile and integrate, even when it is technically feasible to do so. Change is difficult. In addition, researchers and agencies have much vested in current approaches being used. So getting a new system off the ground is quite hard when blocked by habit, tradition, and an unwillingness to change. That said, recent trends in the Customer Relationship Management (CRM) movement and emerging Business Process Management (BPM) space are again moving organizations and management discussions onto the playing fields of integration, alignment, and accountability. The quest for corporate and business efficiency and effectiveness is not going to go away, particularly as chief executives, managers, investors, and changing consumer expectations are pushing us ahead. At some point, marketing and advertising will be swept forward, kicking and screaming, into the future. In many ways, we are already experiencing it. Wise counsel would advise that we consider taking the reins towards a new direction in marketing accountability that emerges from our own expertise; our experience and understanding of how to bring more science to the art of marketing; and a willingness to look through the eyes of the business to its needs, problems, challenges, and issues, rather than through our own opaque, and potentially limiting, lenses. Scott Hanson is the President & CEO of Longwoods International. He can be reached at (416) 861-9880. vue 2 1 vue magazine discourse Analysis – interpreting the language of consumers and physicians like, ‘So, how much of your children’s trick or treat candy did you eat last week’? can generate a response that covers a wide range of subjects. While there are limits as to what one can draw out of such language, it always serves as a clear indicator of whether one is getting a straight answer. ALWAYS USE A RANGE OF DA PROCEDURES Whether searching for meaningful patterns in the often dry, understandably pragmatic, words of physicians, or in the relatively rich but intensively researched responses of consumers, the discourse analyst needs to look to both sides of the qualitative-quantitative spectrum to apply the most insightful methodology. Like many of the most effective research methods, DA can use both quantitative procedures (e.g., frequencies, random probability sampling) and rigorous qualitative approaches (e.g., negative case analysis, linguistic fingerprinting). For example, we have developed the Emotional Index (EI), which specifically assesses the emotional content of the consumers’ or physicians’ language in a given treatment or product area. Correspondingly, there is the Rational Index (RI), which although typically not quite as interesting as the EI, provides important context for understanding the EI, and can at times be much more revealing. In pharmaceutical research, the variation in EI scores across treatment areas is remarkable, and only sometimes follows the intuitive understanding of what one would think physicians would express the most emotions about. Areas such as depression produce a startling difference between the EI score of psychiatrists and PCPs. In a recent pharmaceutical study, the EI score was very low, even though the condition was serious, highly disruptive to a patient’s life, and was something to which the physicians could strongly relate to. Such scores do not necessarily constitute a conclusion in themselves, but rather allow the researcher to approach highly re- April 2005 searched markets with new insights. In the above example, the low EI could be explained by the fact that PCPs, quite reasonably, did not want to have to deal with the psychiatric issue under study. In consumer research, it is usually taken for granted that consumers will state various brand names reasonably frequently and that while there is sometimes an overt pattern to how a brand is expressed, it is not typically examined by researchers as a matter of course. We would argue that there is almost always something interesting in the close study of how the consumers express a brand or a product. For instance, does the consumer say ‘a credit card brand’, ‘the credit card brand’, ‘my credit card brand’, or ‘the bank’s credit card brand’. Each of these variations tells you something about the relationship between the consumer and the credit card’s and/or the financial supplier’s brand. As important as assessing word frequencies, ratios and indices (which, it has to be noted, are a lot more complex to establish accurately than they may sound), is how important words are used in context. The craft of Linguistic Fingerprinting (or collocation) is based on assessing the nature of the company an important word keeps. For example, physicians may consistently say they think a medication is ‘safe’. It is well known that ‘safe’ is a very important word in the language and psychology of physicians. And some have argued it is actually the most important word with which a medication needs to be associated. What one typically discovers when each and every use of ‘safe’ is looked at in context, is that there are always unexpected issues. For example, ‘safe’ is never used in a fully consistent manner, often has particular and variable adjectives attached to it, or specific qualifiers that follow it. Inconsistencies, variable adjectives and qualifiers all present opportunities to characterize ‘safe’ in more or less positive ways. One famous linguistic fingerprinting example was continued from page 13 with a major domestic power company (a provider of gas, electricity, etc). This company’s most common brand attribute was that it was ‘boring’. A seemingly negative finding, but on closer study boring was almost always closely associated with being safe, which was a highly valuable attribute for a supplier whose main commodity was gas for domestic consumption. It is, of course, very challenging for a researcher to record the relevant data and make an insightful judgment on such data patterns during the research. When properly employed, systematic discourse analysis will always provide a finer, closer cross-examination of data. However, when exposed to DA, researchers rapidly develop an even greater sensitivity to their own language and the language of their respondents. It is often argued that the best approach, in consumer or pharmaceutical research, and, it could be said in most qualitative research, is to employ DA as the powerful net that follows qualitative research to ensure that all language is scrutinized and that all hypotheses are tested. A simple build on this approach would be to argue that DA could be used during qualitative research to the same effect, depending on the needs of the client, and the nature of the research problem. For core messaging, DA works well during the qualitative research, as the communication story for the product is built. For very fast and specific concept tests, DA is a rigorous cross-examination to be used at the end of the research. For large strategic investigations, DA can be used throughout the research. As with any method, we want to use it in a way that gives the data every chance to speak to us. And that is DA’s greatest virtue, for whatever else it may provide, it makes you listen harder to the respondent. Anton Turner is the Director of In-Sync’s Applied Research Group. He can be reached at [email protected]. vue 2 3 It’s Your Last Chance To Enter Celebrating excellence in: Marketing Research, Communications & Advertising Research, Public Opinion Research, Competitive Intelligence & Data Mining! Receive the recognition you and your company’s great work deserves. LAST CHANCE! Submission deadline extended to April 25, 2005 The 3rd Annual Excellence in Research Awards To be presented June 20, 2005 at the MRIA New Horizons Conference’s Nova Scotia Good Time Banquet Best in Class Sponsored by Awarded for a research project that serves as a shining example to research practitioners and users. Excellence Behind the Scenes Awarded to recognize research practitioners whose efforts, such as data collection, recruiting, data processing and analysis or related area, while enabling the completion of market research projects, are ‘behind the scenes’ and do not involve direct client contact. Stand out from the rest! Entering is simple! Your 5-page Award submission should show how your project: • Accomplished its set objectives and was completed successfully • Contributed to the client’s decisionmaking and to those who initiated the research • Was completed within the eligibility period of January 2004 through January 2005 • Emphasizes at least one element that raises the project above the norm Note: Specific financial details are not required. Confidentiality! 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. Your Awards submission will be held in the strictest of confidence and will only be made available to the judges for that award. The panel of judges for each award will be chosen carefully to avoid conflicts of interest and only details approved by you will be made public at the Awards Ceremony and to the press. Best Integration Individual entries may not be submitted for more than two awards. Best Multinational Sponsored by Awarded in recognition of a research project that demonstrates successful integration of market research with other information sources. The Murray Philp Altruistic Award Sponsored by Awarded for a market research project done on a pro-bono or reduced profit basis for a not-for-profit organization, which has contributed positively to the individ-uals, groups or communities, within our Canadian society, that it was meant to help. For full details and entry forms, please visit the MRIA website at: www.mria-arim.ca or contact the Awards Committee at [email protected] or call Grace Woo at 416-493-4080 or toll free 1-888-815-7677. Les troisièmes prix annuels d’excellence en recherche C’est votre dernière chance de présenter votre candidature Soulignons l’excellence dans les domaines suivants : la recherche marketing, les communications et la publicité, la recherche, la veille concurrentielle et l’exploration de données! Faites reconnaître le travail exceptionnel accompli par vous et votre entreprise. VOTRE DERNIÈRE CHANCE! La date d’échéance pour la présentation des candidatures a été reportée au 25 avril 2005. Ces prix seront remis le 20 juin 2005 à l’occasion du banquet Nova Scotia Good Time dans le cadre du congrès « Nouveaux horizons » de l'ARIM. Prix du meilleur de sa catégorie Commanditaire : Prix décerné en reconnaissance d’un projet de recherche qui représente un excellent exemple pour les praticiens et les utilisateurs de la recherche marketing. Prix d’excellence du travail en coulisse Prix visant à récompenser les praticiens en recherche dont le travail, par exemple la collecte des données, le recrutement, le traitement et l’analyse des données ou un processus connexe, a permis de mener à terme des projets de recherche marketing, mais qui « travaillent dans l’ombre » et n’ont pas de contact direct avec les clients. Prix du meilleur projet multinational Prix décerné aux praticiens en recherche qui ont lancé un projet de recherche marketing et mené sa conception et sa mise en oeuvre auprès de répondants dans plus d’un pays. Prix de la meilleure intégration Commanditaire : Prix décerné en reconnaissance d’un projet de recherche qui illustre l’intégration réussie d'une étude de marché à d'autres sources d’information. Prix de l'altruisme Murray Philp Commanditaire : Prix visant à récompenser un projet de recherche marketing réalisé pro bono ou avec réduction des profits pour un organisme sans but lucratif qui a contribué au bien-être de personnes, de groupes ou de collectivités au sein de la société canadienne. Démarquez-vous des autres! Vous voulez participer? Rien de plus simple! La présentation de votre candidature (d’au plus cinq pages) doit démontrer en quoi votre projet : • A atteint les objectifs fixés et a été achevé avec succès, • A contribué au processus décisionnel du client et de ceux qui ont lancé la recherche, • A été achevé durant la période d’admissibilité, à savoir de janvier 2004 à janvier 2005, et • A mis en évidence au moins un élément qui en fait un projet supérieur à la « norme ». Remarque : les détails financiers précis ne sont pas requis. Confidentialité La présentation de votre candidature sera tenue dans la plus stricte confidentialité et ne sera accessible qu'aux juges qui examineront les candidatures pour le prix en question. Le jury pour chaque prix sera soigneusement sélectionné afin d’éviter des conflits d’intérêt, et seuls les renseignements approuvés par vous seront divulgués à la presse et dans le cadre de la cérémonie de remise des prix. Une même candidature ne peut être présentée pour plus de deux prix. Pour obtenir de plus amples renseignements et des formulaires de présentation de candidature, visitez le site web de l’ARIM, à l’adresse www.mria-arim.ca communiquez avec le comité des récompenses, à l’adresse [email protected] appelez Grace Woo au 416-493-4080 ou composez le numéro d’appel sans frais 1-888-815-7677. industry news People & Companies in the news To submit your news, simply go to the MRIA website www.mria-arim.ca/News/People.asp, fill out our online form, and your news item will be added to the website instantaneously. If, for example, you send us your item before the 20th of May 2005, it will also be published in the JULY 2005 issue of Vue. The content displayed on this page was submitted by MRIA Members. MRIA is not responsible for the accuracy of this information nor liable for any false information. Synovate is pleased to announce that Adrian Murphy has joined the Toronto office as Syndicated Services Manager. Prior to Synovate, Adrian was with NPD Canada where he managed the INTELECT division’s retailer relations, working within the company’s Consumer Panel, servicing a portfolio of major packaged goods manufacturers. He will be responsible for the management of a number of syndicated services, including the Household Equipment Study. Adrian can be reached at (416) 9646262, or [email protected]. With the continuing success of its Research Reporter market research library and management system, Insight Marketing Systems (IMS) of Melbourne, Australia, has announced the opening of its new office in London, UK, improving services throughout Europe/North America. Heading up the London office as European Director is Jonathan Rabson, who joins IMS from E-Tabs where he managed the division that formerly distributed Research Reporter on behalf of IMS. Jonathan can be reached at 139-534-5699, or [email protected]. Itracks now offers researchers custom software development. The expertise of our soft- April 2005 ware development team, who created the patented Online Focus Groups, Bulletin Boards and Online Survey engines that fuel our data collection services, are now available to the market research industry. Researchers will be able to commission customized software solutions to meet their unique research challenges and business needs. We can be reached at (306) 665-5026, or [email protected]. Decima Research is pleased to announce the addition to its travel and leisure practice of two highly experienced market researchers, Glena Chao and Martin Winges. Both have several years experience designing and analyzing a wide array of tourism related studies. They will work under the guidance of Vice President Richard Leigh-Bennett, a noted expert in the field of travel and leisure marketing. Richard can be reached at (613) 230-2013, or [email protected]. PFI Research Inc. welcomes a few new members to our growing team. Ron Strelau is our new HR Manager. Ron will operate out of our Vancouver office, and can be reached at 1-866697-0445, ext 225, or [email protected]. Arnold Pena has been promoted to Facility Manager for the Calgary Office, and can be reached at 1-866-274-0449, ext 400, or Arnold@PFI-Research. com. Giorgia Ciarrocchi was recently promoted to Sr. Project Director (heading up PFI’s National Qualitative Division), and can be reached at 1-866-2740449, ext 421, or [email protected]. Miriam Balroop is pleased to announce the opening of her company - NEXUS Research. Miriam brings 15 years of recruiting experience in the qualitative field. Her portfolio includes, directorship at both Research House and Dawn Smith Field Management Service. NEXUS Research is committed to providing quality recruiting to all its clients. Miriam can be reached at (416) 2850623, or [email protected]. Karey Stiefer has joined Chicago Focus as Managing Director. Chicago Focus is the Chicago branch of The Focus Network and is located on 7 East Huron Street in downtown Chicago. The Focus Network is a multi-national network of focus group facilities with locations in Atlanta, Chicago, Dallas, London (U.K.), Mexico City, New York, San Jose and Toronto. Karey can be reached at (312) 951-1616, or [email protected]. vue 2 9 industry news QUALITATIVE CENTRAL In accordance with federal privacy laws, Qualitative Central was created to handle those who do not or should not be contacted when recruiting for qualitative studies. This list is a comprehensive “do not call” list including those who participated in qualitative research, 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 PMRS-QRD established guidelines. All field and full-service companies are encouraged to submit a list of their qualitative respondents for entry into the system, including those who do not wish to be contacted. Participating firms receive monthly updates of respondents to be screened from qualitative recruitment samples. Qualitative Central works effectively to increase the quality and integrity of the qualitative research process. However, the ability of the system to function effectively is directly related to the cooperation exhibited by firms who provide recruitment services. If you are a full service research firm or field supplier who is currently participating in the Qualitative Central program – thank you very much and keep up the good work! If you are not currently participating, please consider getting involved. If you are interested in submitting to Qualitative Central, please e-mail: [email protected] or fax (416) 491-1670 the following information: Rules of Conduct and Good Practice, Section C Qualitative Research, Qualitative Central: 20. Where Qualitative Central exist, recruiters should provide accurate data to these on a consistent basis and check all respondents against Qualitative Central. 21. Moderators buying recruiting services should give primary consideration to recruiting agencies which submit to Qualitative Central on a regular and ongoing basis, where such a service exists. Qualitative Central serves as a control to ensure respondents are not contacted more frequently than is necessary. • your company name, • full mailing address, • e-mail address, • phone number, along with a request for “Qualitative Central Submission Information”. vue The following companies have submitted names to the Qualitative Central for the month of January 2005 CENTRAL EAST BARBARA CAMPBELL RECRUITING LTD. CONSUMER VISION LTD. DAWN SMITH FIELD MANAGEMENT SERVICES OPEN MINDS RECRUITING INC. OPINION SEARCH INC. QUALITY RESPONSE INC. RESEARCH HOUSE INC. RIS CHRISTIE TANN RESEARCH SERVICES INC. VALYRA RESEARCH SERVICES RESEARCH HOUSE INC. MAYER BOURBONNAIS CONTEMPORARY RESEARCH CENTRE (CRC) April 2005 WEST CONSUMER RESEARCH CENTRE CONTEMPORARY RESEARCH CENTRE (CRC) CRITERION RESEARCH CORP. SYNOVATE TREND RESEARCH vue 3 1 columnists for qualitative providers, the qual col Natalie Gold GREAT NEWS FOR QRD Well, it has just happened, but three breaking news stories bode very well for QRD. First, Jennifer Camelford of Camelford, Graham has agreed to be QRD chairwoman for the 2005-2006 season. This is great for QRD on so many levels, but mainly because within the new MRIA, there’s lots to do on behalf of qualitative, and like all others on the QRD board, we can hardly believe our good fortune to have someone so competent and devoted to qualitative working for all our benefit. And so, not only shall I use this moment to happily welcome and congratulate Jennifer, but also to say thanks to Gini Smith for stepping in and doing a remarkable job chairing QRD and keeping the board alive and ticking until now. Second, it has recently been decided that QRD Day 2005 will be held in September, in conjunction with the Canadian chapter of QRCA! This will be a first for us, and it promises to be very exciting. Third, from speaking with Brenda Graham, QRD’s representative on the MRIA executive, it looks as if qualitative issues are not going to be ignored or put on the back burner, as in days of yore. We are fortunate that former PMRS President John Tabone is himself in3 2 vue users and anyone interested in qualitative research volved in the committee to look at a qualitative designation, similar to CMRP but for qualitative practitioners. While my own hope is that it becomes a specialist designation, I am delighted that something will be done; and knowing that great folks are putting their heads together, I feel quite optimistic. In addition, I have heard from Brenda Graham that Qualitative Central may be included as a requirement for prospective MRIA memberships, both corporate and agency, as well as QRD membership. The good news here is that this is being looked at. HOW TO COPE IN CRAZY TIMES As moderators, we all go through those feasts or famines regarding workloads. Not true just for moderators, actually. Moderator busyness translates into busyness for facilities and recruiters, as well as clients. So, how do others cope, or manage? What strategies do you use when 24 hours a day doesn’t seem like enough? I find it helps to have patient and tolerant friends, who are kind enough to listen to my insane schedule and commitments. Somehow, saying it out loud helps me feel like I’ve got it handled, as does writing lists. I also rely on my VCR, so I can tape favourite shows and watch them when I need to veg out – when it becomes apparent that I need a break from the computer. The other day, while cutting and pasting text, I kept cutting, and while looking for where to paste, I realized I’d forgotten what I’d cut. This happened often enough that I finally realized it was time to tune out from the report and tune in to something else. Oprah to the rescue! Of course, for a change of pace, there are always phone calls to return, errands to run, or some type of physical exercise (although that has gone by the wayside lately). Sometimes, in the midst of a complex report, I suddenly notice how certain areas of the home need tidying up, and I get the urge to do a thorough house-cleaning. But of course, the urge passes, as I realize my deadline is fast approaching. What do you do? Until next month! Comments, feedback, input, contributions, queries, requests: (416) 654-6453 or [email protected]. Natalie Gold, independent moderator, currently offers customized moderator training courses and workshops. April 2005 columnists b2b Ruth Lukaweski, CMRP a mini monthly newsletter for business-to-business market researchers reporter “BUSINESS TO BUSINESS MARKET RESEARCH” by Ruth McNeil The newest book on B2B research to be released in mid-2005 It has been about 15 years since anyone has even attempted to write a formal book on business market research – “The Industrial Market Research Handbook” (by Paul Hague), published in 1988, was updated in the early 1990s. Ruth McNeil runs her own market research consultancy, Response Consulting Inc, in London, England. She is also on the board of the Business Industrial Group Conference Committee. She was commissioned to write the handbook as part of an ongoing book series called “Market Research in Practice” published by Kogan Page Limited. It may not be possible to obtain even an advance copy of Ms. McNeil’s book prior to August, 2005, but she is very willing to chat about it. FROM “INDUSTRIAL” TO “B2B” Ruth McNeil has identified a range of B2B trends which had an impact on the con- tent of her book: • Widening horizons – the scope of business marketing has moved from the industrial, chemical and agricultural spheres to include business services, pharmaceuticals, IT and several other areas – which she takes into consideration. • B2B/B2C merging – she also claims that consumer and business marketing are becoming more similar than dissimilar. • Wireless communications and the Internet – this trend is expected to have a much greater impact on business than consumer April 2005 marketing (especially in the short term). • International scope – the author collaborated with researchers in other countries (such as the U.S. and Australia) and attempts to present a global perspective. But she found it very difficult to obtain overall statistics about the B2B research industry in any market. “INDUSTRIAL” VERSUS “B2B” – HOW FAR HAS B2B RESEARCH REALLY COME? The most obvious difference between the 1988 and the 2005 handbooks appears to be scope of coverage. The earlier book was comprised of 29 chapters divided into five different units. The 2005 handbook has 12 chapters. Both handbooks follow a pretty traditional approach by discussing the basic elements of desk research, B2B qualitative and quantitative research. The 2005 book is a bit more topical and includes chapters devoted to: trends in B2B research; what it is like being a B2B client and researcher; training, organizations, and, ethics in B2B research. Other chapters included in Ruth McNeil’s 2005 handbook include: The B2B industry; what is B2B market research; sampling for B2B research; what works and does not work in B2B research; costing – guidelines on the cost of projects; overviews of the business respondent, sectors and research applications; and, regional differences and comparisons. While it is not as current, Paul Hague’s 1988 handbook is still extremely thorough and many of the basic approaches have not changed as much as one would think and it is still a “gem”. Ruth McNeil’s 2005 handbook can be obtained from Renouf Publishing at (613) 745-2665. Paul Hague’s 1988 handbook has been out of print for a long while but can be obtained with a good search of second hand bookstores. MRIA B2B COMMITTEE LEARNING SERIES 2005 The B2B Learning Series – is a “free” seminar series open to all MRIA members, featuring topics of interest. All sessions to be held on Tuesdays as follows: April 12, 2005 – Getting The Most Out Of B2B Field. Nancy Gulland (B2B quantitative field specialist) and Dawn Smith (B2B qualitative field specialist). B2B research is very dependent on good quality fieldwork and a strong relationship between the market research executive and the field director. Nancy and Dawn will share their latest experiences in B2B field recruiting and execution: how to deal with limited samples; the role of the interviewer and how it is changing; getting past the “gatekeepers” ... and other significant trends. May 10, 2005 – B2B Online and Internet Research – The Changing Landscape: Response rates are declining; navigating through organizations is becoming more and more difficult; and gaining cooperation with appropriate respondents is also tougher than ever. More and more B2B research is migrating to the web and online research. This talk will address a number of “hot” topics in this area such as recruit-to-web experiences and using Internet panels. Roland Klassen, President, Acrobat Research. The B2B Reporter is prepared by Ruth Lukaweski, CMRP, of RML Research Inc. She can be reached at (416) 782-9377 or [email protected]. vue 3 3 columnists RU Bob Collins, CMRP an update from the Research Users’ Council what? Why We Buy… The late Viktor Frankl, in his amazing book Man’s Search for Meaning, says “What is the meaning of life?” is the wrong question: each life has its own distinct meaning, so we should be asking “What is the meaning of MY life?”. During my first year employed as a marketing researcher (that year IBM introduced the personal computer, MTV launched, the Islanders were in the midst of a four-year Stanley Cup streak and Christopher Cross’ ‘Sailing’ won three Grammys – an uneven year at best) I went to a PMRS conference featuring a well-attended session on ‘what can client researchers do to get work valued at senior levels?’. I don’t recall much about that session other than the presenters were holding up the U.K. account planning model as the vision, and I think the notion of making presentations using bar charts instead of numbers was the way to get there. Last fall I participated in a well-attended web conference on ‘what can client researchers do to get work valued at senior levels?’. So, it seems this question has been on research users’ minds for a while. But thinking back to Viktor Frankl, the real question we research users should be asking is ‘what can I do to get MY work valued at senior levels?’. The featured presenters at the web conference had introduced a formal process for internal clients to document research requests and state how the results would be used. After the research was completed, those internal clients documented the impact the research actually had on decisionmaking or actions taken. Of course, it’s part of our job to encourage internal clients to think about “Why do I want to know this?”, “What am I go- 3 4 vue ing to do with the answers?” and “What will I do differently if the answers come back black? white? inconclusive?” Internal briefs, formal processes or whatever, can all be good tools. But at the same time it occurred that the presenters had missed something: their process was strictly task-based. They had not been addressing the question “How can I make sure MY work is valued?” The answer might be found in two and a half questions. Question #1: you’re hiring a research agency for a project. Supplier A is professional, experienced, technically-competent and ethical. Supplier B has those attributes but is also keenly interested in your industry, adds value beyond reporting the research and acts like she’s part of your team, not an outsider. Who do you hire? Thought so. Question #2: how do you act in your own organization? Do you define yourself as a market researcher who happens to work for your employer or as a member of your organization who happens to contribute using research? Question 2.5: if you define yourself as a researcher first and team member second, what right do you have to expect senior management to value you – or your work? I know the rebuttal: “Bob, I need to maintain my objectivity within the organization. If I become a cheerleader I – and my work – lose credibility and any value we once had”. True – I would never suggest you put on blinders. They’re bad for ethics. And yes, it is hard work to show you’re on the team without appearing to lose your objectivity. Here’s WHY you need to show you’re on the team if you want to be valued: your organization has, in addition to research, other things to worry about. Here’s HOW you show you’re on the team: it’s mostly a matter of showing interest in those other things. If you want to act like an outsider that’s your career decision. But if you want your work to catch the attention of senior management, try this: First, be helpful. A new product concept bombs in pretesting? Your job is to tell the organization there’s a problem. But go beyond that – take the initiative and build anticipation of failure into the research design. Tell what the research says about solving the problem it has identified – how to make the concept better. Second, recognize that research is only one input to decisions. Sure, senior management sometimes “doesn’t listen” to research. I guarantee that sometimes they “don’t listen” to their legal advice, either. Ask questions until you understand how YOUR senior management makes decisions. If the new product was launched in a package that came second in purchase intent, it could be simply that this year’s budget won’t stretch to accommodate higher costs associated with the preferred version. Finally, to be a key part of the team, show that you care about senior management’s issues. Go ahead – ask the VP Finance whether there are any new government regulations coming that will impact her area (hint: there are always new government regulations coming!). You might be surprised. Next time she may ask you what came out of those focus groups she heard about. Bob Collins, CMRP, Chair of the Research Users’ Council, is Director, Customer Insights Group and Acting Senior Director, Marketing at the LCBO. He can be reached at [email protected]. April 2005 VUE MAGAZINE IS PUBLISHED BY THE MARKETING RESEARCH AND INTELLIGENCE ASSOCIATION TWELVE TIMES A YEAR NEED A CAREER CHANGE? vue April 2005 VICE PRESIDENT, PUBLICATIONS Nikita James Nanos, CMRP SES Research Tel: (613) 234-4666 [email protected] ADVERTISING RATES VISIT www.mria-arim.ca/indmembersonly full page – $880 2/3 page – $715 1/2 page – $550 1/3 page – $415 1/4 page – $330 1/8 page – $150 INSERT – $1000 add 25% for all full colour artwork. GST must be added to all rates Frequent advertisers receive discounts of up to 15%. Details can be found by going to: http://www.mria-arim.ca/Advertising vue VUE MAGAZINE IS PUBLISHED BY THE MARKETING RESEARCH AND INTELLIGENCE ASSOCIATION TWELVE TIMES A YEAR (MONTHLY) UNDER THE AUSPICES OF THE ASSOCIATION’S PUBLICATION DIRECTOR. attention authors April 20th, 2005 is the deadline for our June 2005 issue May 20th, 2005 is the deadline for our July 2005 issue Please call Grace Woo at (416) 493-4080 or 1-888-815-7677 to book your ad. The deadline for notice of advertising is the 20th of the month. All advertising material must be at the MRIA office on the 25th of the month. ADDRESS The Marketing Research and Intelligence Association L’Association de la Recherche et de l’Intelligence Marketing 2175 Sheppard Ave. East, Suite 310 Toronto, Ontario M2J 1W8 Tel: (416) 493-4080 Toll Free: 1-888-815-7677 Fax: (416) 491-1670 e-mail: [email protected] website: www.mria-arim.ca PRODUCTION: LAYOUT/DESIGN Don’t miss your chance to share your experience and views on very important issues. Nikita Nanos, Editor-in-Chief (613) 234-4666 [email protected] LS Graphics Tel: (905) 666-2057 Toll Free: 1-800-400-8253 Fax: (905) 666-2122 e-mail: [email protected] ISSN 1488-7320 Marketing Research and Intelligence Association L’Association de la Recherche et de l’Intelligence Marketin columnists i.on Employee Research: From “One-Off” to “Research Program” Stewart Hemerling research For most modern organizations, the ubiquity of Internet access and email addresses among employees make conducting effective and cost-effective employee research over the Internet a real possibility. Many or even most organizations, however, are short on having a systematic research plan in place to hear from their employees in a meaningful way. Organizations that are making this a priority, on the other hand, are actively thinking about the value of doing regularly occurring surveys among their employees on a whole range of topics that can help contribute to the firm’s value chain. When setting up such a program of research, some well advised do’s and don’ts can help guide the way. SOME DO’s Work with an outside agency. The reason is a simple one. Even the slightest suspicion that one’s individual responses will “get back” to the wrong person at the firm can imperil participation and undermine the credibility of what could well be well-intentioned and even good research. An outside research agency, in providing the confidentiality seal of approval in word and deed, helps to drive up quality and quantity of response. So, setting things up this way will help you make sure that you get balance and clarity. Create and manage a customized incentive program. Good practice is more and more about incentivizing participation with extrinsic rewards. An incentive program consists of giving away awards or gifts to a random selection of those participating in a given survey or surveys 3 6 vue over time. One can also explore other kinds of employee perks (e.g., preferred parking spot, extra holiday, etc.) that have no direct cost to the organization. There are, of course, meaningful limits to be placed on such an incentive program, whose primary goal is to motivate behaviour consistent with doing good research. Whatever incentives are provisioned for the program, they should be seen as equally attractive to all employee segments. Moreover, one should also seek to maintain that the incentives are not extreme in terms of value, and that the “wealth” is spread as widely as practicable. Incorporate an inclusive cross section of the organization as stakeholders in the research. Want to nurture buy-in for the program? Involve key people from across the organization in developing survey content to aid in their own business area. This helps increase credibility and relevance, and breaks down the hard distinction between the “givers of feedback” and the “information users”. SOME DON’Ts Do not go to field with an onerous “survey to end all surveys”. It is well advised to limit survey length. The plan is to go to respondents more frequently but demand less time with each approach. People will be more apt to participate over and over if they know that they are really only needing to give five or ten minutes. Do not keep content static. From the point of view of the employee respondent, it helps to keep the content varied. Customize the survey with exactly the kinds of varied questions that best draw out the responses you seek. Make sure to give respondents the opportunity also to provide open-ended feedback. One of the biggest frustrations that respondents tend to mention is that they don’t get to put things in their own words. The Internet is a fabulous vehicle for incorporating interesting visual content. This not only applies to the layout and look of the survey itself, it means that one should not forget, for example, to include visuals when you are asking respondents about things that are more recognizable by sight than text. No excuses for missing this opportunity. Do not forget to remind employees of the value of their feedback. The easy thing to remember (and forget!) is to communicate across the organization the names of those participants who received incentives from having participated. The more difficult thing and even more important thing not to forget, is to link feedback obtained to decisions actually taken in the organization (i.e., “You told us to do X, so we did it” kind of thing). A web-based employee research program is an idea that is as powerful as it is simple. Mining the organization’s most valued resource more effectively will lend more credibility to many a mission statement and give decision-makers more than enough raw materials to make better decisions. Stuart Hemerling, of Prophis Research and Consulting, Inc. can be reached at [email protected] or (604) 721-0480. April 2005 columnists the John Ball, CMRP RAC “Privacy Please” report “Privacy please!” This admonition usually precipitates one of my children attending to their morning ablutions and is summarily followed by a slamming bathroom door, effectively shutting out communication and prying eyes until, with permission, the door is opened once again returning us to our usual daily routine. It is with this early ingrained human need for privacy in mind that I recall fondly the sometimes Herculean efforts made recently by many to develop and distribute PIPEDA sanctioned electronic documentation to make personal privacy a regular part of our everyday professional life. However, like all good agreements, they are only as good as the paper they are written on or electronic web space they occupy, if they do not translate into common practices in our trade. Respondents are our industry’s lifeblood. They represent our clients’ customers, prospective users for their products and services, channel partners, business decision makers, and the Canadian public at large. Government leaders, consumer advocates, users of research are all paying attention. Inquiring minds want to know what we, as researchers, are doing about this. We must constantly remind them all of the efforts we are taking to put privacy into practice. In this case, common sense applies and we must be aware of potential breaches of the privacy contract we have with our respondents. For instance, with the benefit of new technology, clients may now participate and view online focus groups and interactive chat sessions, review transcripts, or watch embedded video from focus groups in presentations. When clients participate in this way, audit telephone interviews or observe focus groups, are they properly aware of the importance of protecting individual respondent privacy? What do observers who walk out of the viewing room do with the information they have April 2005 Research Agency Council Report just heard once they get back to the office? On how many occasions have we been asked by clients, unfortunate enough to miss focus groups, to forward along focus groups tapes? Are names or other personal identifiers being removed from transcripts, sample files with appended survey data, and respondent profiles before being shown to clients? These are the questions we must all be asking ourselves to bring respondent privacy into focus for our business. An excellent resource for privacy practices is the result of the aforementioned efforts. The Privacy Handbook was developed last year by CAMRO to assist marketing research practitioners in integrating privacy into the work they do. (Please contact MRIA offices for more information). Here are just a few of my own observations of how, one year following the advent of PIPEDA, I have seen privacy making its way into the work we do. I share these as a far less than complete inventory of what are likely a myriad of examples and know that I am just scratching the surface. These are presented here to help keep privacy issues alive, spur conversation and, perhaps, debate. I would encourage all agencies to participate in this discussion. Email me or other RAC members to present other examples or points of view on this topic. Share your ideas on privacy practices with your clients, your employees, partner firms, and colleagues to keep privacy top of mind for us all. 1. Use the word “survey” instead of “marketing” to describe the “research” we do in the verbiage introducing our efforts to respondents over the telephone. This helps to provide an immediate distinction when we introduce ourselves to potential focus group participants, telephone, and web survey respondents. 2. Register your surveys and encourage respondents go online or call our survey registration line to confirm the legitimacy of our surveys. All MRIA member firms are expected to register their surveys. 3. Require users to sign a release form to receive tapes, DVDs or any reporting and presentation formats, including embedded visual identification of respondents, stipulating that protection of respondent privacy and use of these materials for research purposes only is a condition of their having access to these materials. 4. Ensure that client supplied sample has been vetted to include only those customers who have provided opt in provision for research purposes and have an agency agreement with any users asking you to contact their customers directly. 5. Inform observers of focus groups and any internal client groups, who are privy to respondent identification, of the need to be diligent in respecting the privacy of respondents at any time during and following the completion of research. 6. Post your privacy agreement and send respondents to your website or provide them with an email address to your privacy officer, should they have any questions or concerns. 7. Inform respondents of their right to privacy as participants in your research projects. Privacy must be integral and top of mind in all facets of our day-to-day interaction with our respondents. It is undisputed that promoting privacy practices in the face of the looming threat of “do not call” legislation will assist in making us stand apart from those representing the direct marketing industry. It is important that we check our privacy pulse and make sure that the door remains open. John Ball, CMRP, Chair of the Research Agency Council and Managing Director of Maritz Research. He can be reached at (416) 922-1140. vue 3 7 Ever thought of joining the Vue Magazine Team or being a Magazine Editor? Call Today! Nikita Nanos, Vice President Publications (613) 234-4666 [email protected] Connections Marketing Research and Intelligence Association L’Association de la Recherche et de l’Intelligence Marketing 2175 Sheppard Ave. East, Suite 310 Toronto, Ontario M2J 1W8 Tel: (416) 493-4080 Toll Free: 1-888-815-7677 Fax: (416) 491-1670 e-mail: [email protected] website: www.mria-arim.ca MRIA Administration EXECUTIVE DIRECTOR Brendan Wycks [email protected] CONSULTANT Carolyne Vigon [email protected] ADMINISTRATOR Grace Woo [email protected] EDUCATION COORDINATOR Lori Kinch [email protected] MEMBERSHIP CO-ORDINATOR Cathie Breton [email protected] RECEPTION AND GENERAL INQUIRIES Rose Posteraro OUR LEADERSHIP: The MRIA brings together the leading experts and thinkers in the industry, representing all sectors and constituencies of the association’s membership. Officers: PRESIDENT: Don Mills, CMRP, Corporate Research Associates VICE PRESIDENT/PRESIDENT ELECT: Nikita Nanos, CMRP, SES Research SECRETARY-TREASURER: Tim Wingrove, CMRP, Commins, Wingrove MRIA Portfolio Vice Presidents: INDUSTRY AND GOVERNMENT RELATIONS: Alain Choinière, CMRP, Cogem Research COMMUNICATIONS: Roger Griffin, Griffin & Associates Consultants EDUCATION: Tracy Bowman, Prairie Research Associates CONFERENCE: Don Mills, CMRP, Corporate Research Associates PUBLICATIONS: Nikita Nanos, CMRP, SES Research MEMBERSHIP: Elle Sykes, BC Institute of Technology STANDARDS: Barry Watson, CMRP, Environics Research Group Directors: AGENCY COUNCIL: John Ball, CMRP, Maritz Research DIRECTOR-AT-LARGE: Cam Baskey, Maritz Research USERS COUNCIL: Bob Collins, CMRP, LCBO USERS COUNCIL: Brad Francis, CMRP, TD Canada Trust QR DIVISION: Brenda Graham, CMRP, Camelford Graham Research Group DIRECTOR-AT-LARGE: Gillian Humphreys, CMRP, TNS Canadian Facts DIRECTOR-AT-LARGE: Dan Kirkland, CMRP, Decima Research AGENCY COUNCIL: Steve Levy, CMRP, IPSOS-Reid Canada AGENCY COUNCIL: John Snow, CMRP, Lang Research DIRECTOR-AT-LARGE: John Tabone, Canadian Institute of Chartered Accountants DIRECTOR-AT-LARGE: Joanne Tofani, CMRP, Joanne Tofani Consulting AGENCY COUNCIL: Barry Watson, CMRP, Environics Research Group USERS COUNCIL: Hastings Withers, CMRP, PMB Print Measurement Bureau Chapter Presidents: ATLANTIC: Catherine Kelly, CMRP, Catherine Kelly Marketing Research QUEBEC: Michel Saulnier, CMRP, Bell Canada OTTAWA: Ric Hobbs, POLLARA TORONTO: Cam Baskey, Maritz Research PRAIRIE: David McVetty, CMRP, Parks Canada ALBERTA: Joanne O'Connell, CMRP, O'Connell Enterprises BC: Kim Short, Ipsos-ASI, Ltd.
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