英语课件Conducting Market Research using Account Managers.

1、Conducting Market Research using Account Managers. Sales People or an Internal Call CenterAM1769_020_070400 Exhibit 2Should the clients Call Center, Account Managers or Salespeople be used in conducting market research instead of an outside Market Research agency?The answer that first comes to mind

2、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 resources in the fieldwork phase can be very effectiveThe purpose of this

3、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 3 Using clients resources can have specific advantages; training staff in client contact and getting

4、 the buy-in from the organization with the research Use the clients resources only if there are clear advantages, not to save money Training, monitoring, motivating and follow up are key to successfully launch fieldwork using client staff Use the McKinsey network to jumpstart (Marketing Science and

5、Communication Specialists)AM1769_020_070400CONTENTS Exhibit 4 Methodology Key success factorsAM1769_020_070400 Exhibit 5“Its not objective or anonymous”“We have no time to conduct interviews”“Our salespeople are not trained interviewers”ObjectionsTrain and monitor interviewers well Use simple, close

6、d-ended questionsUse methodology only when topic is not very sensitive or when anonymity is not requiredOnly use methodology for 20-300 interviewers, depending on availabilityBlock one to one and a half week for interviewing and “empty interviewers plate” for this time periodPosition fieldwork as a

7、training for salespeopleTrain interviewers in the area of Client handling Interviewing Questionnaire for or half to a full day, preferably in a face-to-face settingSolutions TYPICAL OBJECTIONS AND SOLUTIONS FOR MARKET RESEARCH BY CLIENTAM1769_020_070400FIELDWORK RESOURCES Exhibit 6Possible resources

8、:PreparationMarket Research Fieldwork (qualitative or quantitative)AnalysisImplemen-tation results and follow upMarket research agency Full service agency Specialized recruiting/fieldwork agenciesMcKinsey team McKinsey team-members AssistantsClient resources Call center Account managersRecruit respo

9、n-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 answers target group are own custo

10、mers 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 CONDUCT MARKET RESEARCHAM1769_0

11、20_070400MethodologyNumber of interviewsRespondentsQuestionnaireMcKinsey support requiredManagement support requiredCHOOSING A FIELDWORK METHODOLOGY McKinsey teamMarket research agencyDifficult qualitative face-to-face interviewsrequiring deep industry knowledgeVery few interviews (less than 20)Spec

12、ialistsSenior managersQualitative Open-endedMarketing research involvement recommendedLowAll methodologies especially: customer satisfaction, problem detection, corporate /advertising awareness and brand equityAny number of interviewsAllAllMarketing research specialist involvementModerateSign off on

13、 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 recruit by an outside

14、 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 companyContact:Marc

15、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 from the busi

16、ness mid-segment 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 Face-to-face interviews with key customers by local sales forces in the US, Europe and AsiaLength of inter

17、view 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 8-10 Account managersRESEARCH PROCESS UTILITIES COMPANY1) Client and McKinseyExhibi

18、t 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 marketing res

19、earch specialist6 customer interviewsAt customer siteBy McK teamDuration: 1-1 hourReward: share of some results2-3 mini-groupsWith 4 customers With experienced McK moderator Duration: 2-2 hoursProbably in eveningReward (e.g., bottle of Champagne) for participantsMcK teamMcK marketing research specia

20、listMake 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 p

21、osterior 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 10

22、Week 11-13Week 13-15Week 16-17Week 18-21Prepare surveyBuild database with customers and non-customersTrain Account DirectorsTranslate questionnairesSend pre-notification letter to respondentsMake appointments with current and potential customersPilot with a reduced number of customersProvide compute

23、rized questionnaire 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 12 Methodology Key success factorsAM1769_020_070400 Exhibit 13

24、Market research agency Define objectives clearly before start project Negotiate price and methodology with agency Shortly brief interviewers together with project manager agency Monitor 3 to 10 interviews to check fieldwork quality Describe preferred end products and check qualityDIFFERENCES BETWEEN

25、 USING A MARKET RESEARCH AGENCY AND CLIENT STAFFClient staff Define objectives and prepare questionnaire Negotiate time needed from client staff Personally train and motivate client staff every day of interviewing Monitor extensively (with each participating client staff member) Aggregate all raw da

26、ta and analyze data selfAM1769_020_070400KEY SUCCESS FACTORS FOR MARKET RESEARCH BY CLIENT Exhibit 14MonitoringMotivatingMarket ResearchFieldworkFollow-upTrainingOrganize training workshopPrepare materialsInvolve managementMonitor progressTest questionnaireAnalyze preliminary findingsCommunicate pro

27、gressIncentivice progressDebrief interviewersFollow up on promises to customersTrack resultsAM1769_020_070400 Exhibit 15 Organize training workshop Schedule enough time (preferably a whole day) for the training, preferably in-person but optionally through video conferencing Make use of experienced M

28、cKinsey trainers (Marketing Science Specialists or Communication Specialists) Use role-playing to simulate potential problems in the field Give everybody enough time and hands-on practice to familiarize them with the questionnaire Let all (including management) complete one questionnaire as they thi

29、nk most customers will answer - compare results with actual findings in final analysis End the day with somebody trying to set-up a live telephone interview during the trainingTRAININGKey elements in a training for “internal interviews”AM1769_020_070400 Exhibit 16 Prepare materials Use a computerize

30、d questionnaire, consisting of mainly closed-ended questions Use a clean and large list with potential respondents, preferably with contact-name and telephone number Use an easy to use “fool-proof” computerized questionnaire, limit open ended questions to an absolute minimum or use pre-coded answer

31、categories and use a short “to-the-point” introduction to the questionnaire Involve management Have management participation in the trainingTRAININGKey elements in a training for “internal interviews”AM1769_020_070400EXAMPLE - TRAINING PROGRAM Exhibit 17Introduction and explanation program Introduct

32、ion trainers Introduction morning and afternoon programVideo telephone interviewing (e.g. John Cleese) Video Group discussionCoffee breakRole playing (see exhibit 4)Conclusion Group discussion to create a list with dos and donts “What are the key take-aways of this morning?”09:00 - 09:3009:30 - 10.3

33、010:30 - 11:0011:00 - 11:3011:30 - 12:00Morning program telephone interviewingIntroduction Explanation background of the survey Explanation of new products to be tested in the survey Introducing the questionnaireDry-run Central interview between an AM and trainer Evaluation Coffee breakEvaluation an

34、d continue dry run between AMs (AMs interviewing each other) Dos and donts and textual fine tuning of the questionnaireFirst live interview One AM conducts live interview with a respondent recruited by telephone in the group Evaluation and close01:00 - 02:0002:00 - 03.0003:00 - 03:3003:30 - 04:0004:

35、00 - 05:00Afternoon program telephone interviewingAM1769_020_070400 Exhibit 18Structured interviews are 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 shou

36、ld be sufficientEXAMPLE - TRAINING PRESENTATION EXHIBITS (1/3)AM1769_020_070400INTERVIEWING SELLING Exhibit 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 subjective

37、When Interviewing you need to be neutralWhen Selling you may argueWhen Interviewing you inquireinstead of arguingAM1769_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 p

38、ossible Try hard to complete the interviewAM1769_020_070400 Exhibit 21Your customer has distribution company 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 inte

39、rested in selling energy during hours when energy is relatively expensive. In such a system, we would want to be responsible 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

40、willing to participate in the initial investments.You are the CEO of a distribution company specialized in fresh products (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 becau

41、se of what happened last summer. This last summer was a particular hot one, and one very hot summer day your electricity 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

42、 cooling units and you almost got hit with a big financial calamitySo if the sales person calls, you are not at all interested 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 s

43、ummer, you have bought a very expensive emergency generator that has not been used yetRole InterviewerRole intervieweeEXAMPLE - ROLE PLAYAM1769_020_070400 Exhibit 22 Monitor progress Schedule daily progress meetings with interviewers Have management participate in progress meetings Discuss and tackle bottlenecks Use management to ensure an “empty plate” for interviewers during fieldwork period Use a “1-800-HELP” line during fieldwork for questions or problems Fieldwork progress will change over time:KEY ELEMENTS IN MONITORING FIELDWORK PROGRESS Tes