咨询管理战略组织项目麦肯锡工具评估 麦肯锡—conduct market.ppt

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1、Conducting Market Research using Account Managers.Sales People or an Internal Call CenterAmsterdam,April 2000PD-documentContact:Marc de Jong(AM),Douwe Rademaker(AM)AM1769_020_070400 Exhibit 2Should the clients Call Center,Account Managers or Salespeople be used in conducting market research instead

2、of an outside Market Research agency?The answer that first comes to mind is no;the research will not be anonymous/objective,internal resources are not trained interviewers,etc.However,recent engagements have shown that in specific cases and with a thorough project-management,the use of client resour

3、ces in the fieldwork phase can be very effectiveThe purpose of this PD document is to help teams to decide when to use the clients Call Center,Account Managers or Salespeople in a market research and how to manage this effectivelyAM1769_020_070400KEY LESSONS Exhibit 3Using clients resources can have

4、 specific advantages;training staff in client contact and getting the buyin from the organization with the researchUse the clients resources only if there are clear advantages,not to save moneyTraining,monitoring,motivating and follow up are key to successfully launch fieldwork using client staffUse

5、 the McKinsey network to jumpstart(Marketing Science and Communication Specialists)AM1769_020_070400CONTENTS Exhibit 4MethodologyKey success factorsAM1769_020_070400 Exhibit 5“Its not objective or anonymous”“We have no time to conduct interviews”“Our salespeople are not trained interviewers”Objectio

6、nsTrain and monitor interviewers well Use simple,closedended questionsUse methodology only when topic is not very sensitive or when anonymity is not requiredOnly use methodology for 20300 interviewers,depending on availabilityBlock one to one and a half week for interviewing and“empty interviewers p

7、late”for this time periodPosition fieldwork as a training for salespeopleTrain interviewers in the area of Client handlingInterviewingQuestionnaire for or half to a full day,preferably in a facetoface settingSolutions TYPICAL OBJECTIONS AND SOLUTIONS FOR MARKET RESEARCH BY CLIENTAM1769_020_070400FIE

8、LDWORK RESOURCES Exhibit 6Possible resources:PreparationMarket Research Fieldwork(qualitative or quantitative)AnalysisImplemen-tation results and follow upMarket research agencyFull service agencySpecialized recruiting/fieldwork agenciesMcKinsey teamMcKinsey teammembersAssistantsClient resourcesCall

9、 centerAccount managersRecruit respon-dentsInterview respon-dentsAM1769_020_070400 Exhibit 7Choose for client resource if objective of research is NOT around customer service,image,branding or issues requiring deep industry knowledge questionnaire is straightforward and contains mainly closed ended

10、answers target group are own customers only McKinsey team is able to train,monitor and support call center staff extensively before,during and following fieldwork period only a limited number of respondents need to be interviewed(not more than 100 per employee)WHEN TO CHOOSE FOR CLIENT RESOURCES TO

11、CONDUCT MARKET RESEARCHAM1769_020_070400MethodologyNumber of interviewsRespondentsQuestionnaireMcKinsey support requiredManagement support requiredCHOOSING A FIELDWORK METHODOLOGY McKinsey teamMarket research agencyDifficult qualitative facetoface interviewsrequiring deep industry knowledgeVery few

12、interviews(less than 20)SpecialistsSenior managersQualitative OpenendedMarketing research involvement recommendedLowAll methodologies especially:customer satisfaction,problem detection,corporate/advertising awareness and brand equityAny number of interviewsAllAllMarketing research specialist involve

13、mentModerateSign off on key documents(qnaire,briefing,report)Exhibit 8Client staffSimple concept or new product evaluation testsAttitudinal or behavioral(segmentation)questionsFew to average number of interviews required(depending on staff available,between 20 and 300)Own customersDifficult to recru

14、it by an outside agency and/or relatively easy to recruit by internal interviewersQuantitative closed endedEasy to administerPreferably computerizedThorough training and close monitoring required by McKinsey teamHighPresent during training and fieldworkAM1769_020_070400 Exhibit 9ClientUtilities comp

15、anyContact:Marc de Jong(AM/NL)/Douwe Rademaker(AM/NL)Computer hardware manufacturerContact:Maarten Schellekens(AM/NL)Attitudinal market segmentation and evaluation of new product conceptsHelping AMs getting deeper insight in customer needs worldwideObjectives244 Telephone interviews with customers f

16、rom the business midsegment in the NetherlandsLength of interview approximately 10 minutes and all interviews conducted with a computerized questionnaireWith the use of 4 FTE,the fieldwork took 8 days300 Facetoface interviews with key customers by local sales forces in the US,Europe and AsiaLength o

17、f interview approximately 30 minutes and all interviews conducted with a computerized questionnaireFieldwork period lasted 15 daysMethodologyCASE STUDIESAM1769_020_070400Telephone survey on 150 customers and 100 competitors 810 Account managersRESEARCH PROCESS UTILITIES COMPANY1)Client and McKinseyE

18、xhibit 10ActionsPartici-pantsPrepare interviewsConduct interviewsPrepare survey Conduct surveySummarize findingsSpecify in more detail what to learnSpecify specific input needed for surveyMake interview guide Specify targets for interviewing Make list of candidatesMake appointmentsTeam1)McK marketin

19、g research specialist6 customer interviewsAt customer siteBy McK teamDuration:11 hourReward:share of some results23 minigroupsWith 4 customers With experienced McK moderator Duration:22 hoursProbably in eveningReward(e.g.,bottle of Champagne)for participantsMcK teamMcK marketing research specialistM

20、ake a priori segmentationsDesign questionnaireTest questionnaire and refineMake program for input of results and further processingMake dummy packTrain Account managers(1 day,by McK trainers)Team1)McK marketing research specialistMcK communication specialistFill results in dummy packMake a posterior

21、 segmentationDive into interesting outcomesEnd reportTeam1)McK marketing research specialist1-2 weeks1 week1-2 weeks1 week1-2 weeksDurationAM1769_020_070400Analyze dataDetermine key buying factors and derive value based segmentRESEARCH PROCESS COMPUTER HARDWARE MANUFACTURER Exhibit 11Week 10Week 11-

22、13Week 13-15Week 16-17Week 18-21Prepare surveyBuild database with customers and noncustomersTrain Account DirectorsTranslate questionnairesSend prenotification letter to respondentsMake appointments with current and potential customersPilot with a reduced number of customersProvide computerized ques

23、tionnaire to Account Directors Conduct the interviews by the Account DirectorsGather interview results into central databaseIdentify and test value propositions based on value based segmentationAM1769_020_070400CONTENTS Exhibit 12MethodologyKey success factorsAM1769_020_070400 Exhibit 13Market resea

24、rch agencyDefine objectives clearly before start projectNegotiate price and methodology with agencyShortly brief interviewers together with project manager agencyMonitor 3 to 10 interviews to check fieldwork quality Describe preferred end products and check qualityDIFFERENCES BETWEEN USING A MARKET

25、RESEARCH AGENCY AND CLIENT STAFFClient staffDefine objectives and prepare questionnaireNegotiate time needed from client staffPersonally train and motivate client staff every day of interviewingMonitor extensively(with each participating client staff member)Aggregate all raw data and analyze data se

26、lfAM1769_020_070400KEY SUCCESS FACTORS FOR MARKET RESEARCH BY CLIENT Exhibit 14MonitoringMotivatingMarket ResearchFieldworkFollow-upTrainingOrganize training workshopPrepare materialsInvolve managementMonitor progressTest questionnaireAnalyze preliminary findingsCommunicate progressIncentivice progr

27、essDebrief interviewersFollow up on promises to customersTrack resultsAM1769_020_070400 Exhibit 15Organize training workshopSchedule enough time(preferably a whole day)for the training,preferably inperson but optionally through video conferencingMake use of experienced McKinsey trainers(Marketing Sc

28、ience Specialists or Communication Specialists)Use roleplaying to simulate potential problems in the fieldGive everybody enough time and handson practice to familiarize them with the questionnaire Let all(including management)complete one questionnaire as they think most customers will answer compar

29、e results with actual findings in final analysisEnd the day with somebody trying to setup a live telephone interview during the trainingTRAININGKey elements in a training for“internal interviews”AM1769_020_070400 Exhibit 16Prepare materialsUse a computerized questionnaire,consisting of mainly closed

30、ended questionsUse a clean and large list with potential respondents,preferably with contactname and telephone numberUse an easy to use“foolproof”computerized questionnaire,limit open ended questions to an absolute minimum or use precoded answer categories and use a short“tothepoint”introduction to

31、the questionnaireInvolve managementHave management participation in the trainingTRAININGKey elements in a training for“internal interviews”AM1769_020_070400EXAMPLE-TRAINING PROGRAM Exhibit 17Introduction and explanation programIntroduction trainersIntroduction morning and afternoon programVideo tele

32、phone interviewing(e.g.John Cleese)VideoGroup discussionCoffee breakRole playing(see exhibit 4)ConclusionGroup discussion to create a list with dos and donts“What are the key take-aways of this morning?”09:00 09:3009:30 10.3010:30 11:0011:00 11:3011:30 12:00Morning program telephone interviewingIntr

33、oductionExplanation background of the surveyExplanation of new products to be tested in the surveyIntroducing the questionnaireDryrunCentral interview between an AM and trainerEvaluationCoffee breakEvaluation and continue dry run between AMs(AMs interviewing each other)Dos and donts and textual fine

34、 tuning of the questionnaireFirst live interviewOne AM conducts live interview with a respondent recruited by telephone in the groupEvaluation and close01:00 02:0002:00 03.0003:00 03:3003:30 04:0004:00 05:00Afternoon program telephone interviewingAM1769_020_070400 Exhibit 18Structured interviews are

35、 not that difficultThe structure of the questionnaire guides you through the interviewYou dont have to do a lot of talking,but have to listen wellNo special skills are required:this training should be sufficientEXAMPLE-TRAINING PRESENTATION EXHIBITS(1/3)AM1769_020_070400INTERVIEWING SELLING Exhibit

36、19When Selling you want to convinceWhen Interviewing you want to learnWhen Selling you want to be in controlWhen Interviewing you give control to the customerWhen Selling you can be subjectiveWhen Interviewing you need to be neutralWhen Selling you may argueWhen Interviewing you inquireinstead of ar

37、guingAM1769_020_070400INTERVIEWING SELLING Exhibit 20Stick to the text Do not help the client answer the questions Hide your own opinion You are allowed to explain,but keep it as neutral as possible Try hard to complete the interviewAM1769_020_070400 Exhibit 21Your customer has distribution company

38、specialized in fresh products.The company has a cooled distribution center nearbyYou call the client to see if he is interested in an emergency generator,and if so,whether he would be interested in selling energy during hours when energy is relatively expensive.In such a system,we would want to be r

39、esponsible for switching this generator on and off.If the customer has no emergency generator,you could try to find out whether he is interested in such a generator,where we would be willing to participate in the initial investments.You are the CEO of a distribution company specialized in fresh prod

40、ucts(flowers).This means that you have quite a number of trucks and a distribution center with 14 large cooling blocksYou are a bit tense when it comes to your energy supplier because of what happened last summer.This last summer was a particular hot one,and one very hot summer day your electricity

41、got cut off and even though you called immediately,it took the mechanic a good 3 and a half hours to show up.In the meantime,the water came running from under the doors of your cooling units and you almost got hit with a big financial calamitySo if the sales person calls,you are not at all intereste

42、d in what he has to say.Only if he acknowledges your frustration and let you tell your story,you are willing to listen to what he has to saySince that almost calamity this summer,you have bought a very expensive emergency generator that has not been used yetRole InterviewerRole intervieweeEXAMPLE-RO

43、LE PLAYAM1769_020_070400 Exhibit 22Monitor progressSchedule daily progress meetings with interviewersHave management participate in progress meetingsDiscuss and tackle bottlenecksUse management to ensure an“empty plate”for interviewers during fieldwork periodUse a“1800HELP”line during fieldwork for

44、questions or problemsFieldwork progress will change over time:KEY ELEMENTS IN MONITORING FIELDWORK PROGRESSTest questionnaireThoroughly test questionnaire before and during fieldwork on routing and data compilingAnalyze preliminary findingsTest quality of data gathered after one or two daysMake prel

45、iminary analysis halfway during fieldwork processNumber of interviews per dayTimeGood startFrustration with Difficulty of taskPep talkAM1769_020_070400 Exhibit 23Communicate progressUse daily progress meetings to discuss progress,boost moral and tackle problemsCommunicate daily progress to managemen

46、t for potential trouble shootingIncentivice progressIncentivice progress;i.e.,Champagne if 50%is reached and a party to celebrate final interviewIncentivice“best”interviewer;i.e.,present findings to management teamKEY ELEMENTS IN MOTIVATING INTERVIEWSAM1769_020_070400 Exhibit 24Debrief interviewersD

47、iscuss learnings from interviewerswhat have they learned from their customereswhat can be improved in the setup and processShare interim and final results with interviewersPresent gaps between customers perceptions and interviewers perceptions of customer perceptions(using the questionnaires that th

48、e interviewers completed in the workshop)Let one present the findings to colleagues in the organizationFollow up on promises to customersLet interviewers followup on questions from respondentsSend marketed version of management summary to al respondentsTrack resultsOrganize tracking studies to measure progressKEY ELEMENTS IN FOLLOW-UP