Tag Archives: Industry Trends

Recap: The Future of Consumer Intelligence 2014

Imagine a line drawn in the sand that is filled with hot
burning coals. To the left of the burning line stands
a group of people. And to the right of the burning line stands another group of people. The
group of people on the left are all directly facing the burning line drawn in the
sand and are staring at the opposing group. The group on the right are also all facing
the burning line drawn in the sand, staring directly at the group on the left.
The burning line drawn in the sand represents trust. The
group of people on the left believe they are entitled to the right group’s
trust because they are trying to help them. The group on the right believes
trust is earned and will not easily give it to the group on the left. The tug of
war between the two groups over trust causes friction and creates the burning
line drawn in the sand that neither can cross without the right tools.
The above scenario is analogous to what was presented at the
recent 2014 Future of Consumer Intelligence conference (#FOCI14). The group to the left was Big Business, the group to the right was the Public and we as
attendees were willing and able to sit right on the burning line drawn in the sand and
discuss how to bridge the gap between groups.


As marketers and researchers we love to collect lots of data
with the intention of using personal information to improve products, services,
and lives. But at what point is it considered invasion of privacy? Do consumers
really know how their data is being used, regardless of whatever they agreed
to? At FOCI14 it was made evident that as marketers and researchers, we teeter
on the brink of ‘Empowerment vs. Endagerment’. The path to maintaining the
balance and bridging the gap on the subject of data between Big Business and
the Public was made evident: provide clear, concise rules and guidelines for
how consumer data is used that moves past legality and into the territory of
Clearly our industry is at a point of disruptive innovation as
new technologies and methodologies allow researchers to get a clearer picture
of consumer insights. But who are behind all of these insights? That’s right,
people. In our industry we label people as consumers, customers, shoppers,
respondents, target markets and more. But remember that behind all of our
studies are people. And sometimes we can act as a barricade between companies,
their brands, and their consumers in an attempt to remain unbiased and objective. So how do we
bridge the gap?
For starters, John Havens, Founder of The H(app)athon Project, suggests we
can begin by switching out the label ‘consumer’ with ‘customer’. Whereas Elizabeth
Merrick, Senior Customer Insights Manager of HSN suggests we consider research
as another touch point of the brand, ‘We should allow customers to contribute
to a brand, not just consume it.’
So it appears the segue between marketing science and people
is essentially personal treatment and recognizing that customers are more than
a data point within a spreadsheet.

From John Havens, The H(app)athon Project
The more I thought about it, FOCI14′s tagline of The Convergence of Technology, Marketing
Science & Humanization of Data seemed unintentionally (or perhaps intentionally) dichotomous where both Big Business and the Public were descending upon the line drawn in the sand. So
it goes with technology & humanization.
There is no doubt that technology improves lives at
blistering speeds. Ray Kurzweil, Director of Engineering for Google pointed
out that, ‘Information Technology expands exponentially across time, not
linearly.’ But as we become more technologically advanced, do we lose a piece
of our humanity and our identity?
As we discussed more and more about the subjects of technological advances, psychological
habits, triggers, and touch points at FOCI14, it seemed the key to closing the
gap between technology & humanization of data relied upon engagement. If new
technologies enable to us to engage with customers in a more meaningful way and
people are able to build stronger psychological connections with each other,
then the gap is bridged. If on the other
hand, the research community were to stand disengaged with customers and people, then technology & humanization in
the field will stand diametrically opposed on a bridge that is about to
So the real question in all of this is, ‘Has your
organization bridged the line drawn in the sand’?

Tom Krause, VP of Client Services, Gongos Research
“It’s all about people”
Chris Ruby is an award-winning Marketing Research & Consumer Insights Executive with Fortune 500 consulting experience. His niche is the ability to turn complex data into compelling stories that induce a call for action among key decision-makers. His work has been featured by MRA, MRIA, IIR, Norstat Times, Chadwick Martin Bailey & the Optimization Group. Keep up with Chris Ruby by following him on Twitter @ChrisRubyMRX or by reading the Chris Ruby Market Research Blog.

Do-It-Yourself Research is on the Rise

Roe vs. Wade, Gun
Control, Immigration & Capital Punishment. 
It wasn’t that long ago where a simple conversation about
Do-It-Yourself Online Research (DIYOR) among the Market Research community felt
like a heated debate with the same intensity of the aforementioned topics.
For all intents and purposes, let’s not debate the pro/cons and
the validity/invalidity of DIYOR within this space. These topics and arguments
are already well documented and discussed. Instead, let’s take a look at the industry’s past,
present and future.
DIYOR began in the late 1990′s and moved past the introduction stage of the product life cycle in the late 2000′s. Its current fragmentation
of companies resembles the fragmented Market Research Industry where a handful
of major players are accompanied by a majority of smaller companies.

DIY Research is in the growth stage of the product life cycle

The DIYOR Industry, as well as the NewMR Industry in which it
is a subset, is presently within the growth stage of the product life cycle as
revenues are increasing year over year.  Some
suggest the industry is cannibalizing Traditional Research. However, relatively
recent worldwide sales figures suggest that NewMR is supplementing Traditional Research, not cannibalizing it.

Some of the major players in the DIYOR market are beginning to behave as if operating within the maturity stage of the product life cycle and are buying competitors, forming
partnerships and extending product lines. This behavior seems relatively quick as only a few years have
passed since the industry outgrew the introduction stage.  Though, perhaps the move to maturity for some isn’t so
quick after all since first and foremost DIYOR companies are technology
that exist in an ever-changing market.
In terms of present offerings, two key factors have yet to
normalize in the DIYOR market: Service & Price.
Service and Research Design in the market range from truly unaided
services to aided / self-guided services. DIYOR vendors in the unaided market provide
the technology for customers to field quantitative and qualitative studies, but
do not assist the questionnaire design process and provide the results of the
survey as raw data without data analysis services.  Whereas aided / self-guided companies provide
a full suite of self-guided questionnaire design templates as well as data
analysis applications. For an extra fee, some aided / self-guided companies can
provide an experienced researcher to help design customers’ quantitative and qualitative
projects. And of course, there are DIYOR companies that exist somewhere
between both ends of the spectrum.

Both services and prices widely vary in the DIY Research market

The relative price of service in the DIYOR market increases or decreases relative to the amount of service provided and overall price points display a fairly wide
variance in the DIYOR market.  Charges range from free, to charging per respondent,
to charging per month, to charging per year, to charging with sliding-scale credits, to charging for a basic user profile, to charging for an intermediate
user profile, to charging for an advanced user profile, to charging for enterprise services, etc.,
etc. Get the picture?

It’s going to be a challenge for consumers to truly evaluate all the different price points, at all the different
offerings, for all the different users, at all the different levels of service.  Without a doubt, the rising DIYOR industry is in need of a solid pricing study that will ultimately optimize and ease consumers’ purchasing decisions.
So what lies in store for the DIYOR industry? My humble prediction
is within the next 5 years, larger full-suite, self-guided DIYOR companies will
continue to purchase smaller DIYOR companies that display attractive technology and operate within a niche of the market, in order to add to their portfolios of
services. Customers by this time will have determined for themselves which product
offering at particular price points makes the most sense.  This combination of vendor consolidation
and educated pricing from a consumers point of view will ultimately streamline the DIYOR industry as a whole and normalize its product offerings and
In your opinion, where is the DIYOR industry heading in the next 5
years? Please comment below.
Chris Ruby is an award-winning Marketing Research & Consumer Insights Executive with Fortune 500 consulting experience. His niche is the ability to turn complex data into compelling stories that induce a call for action among key decision-makers. His work has been featured by MRA, MRIA, IIR, Norstat Times, Chadwick Martin Bailey & the Optimization Group. Keep up with Chris Ruby by following him on Twitter @ChrisRubyMRX or by reading the Chris Ruby Market Research Blog.

A Millennial Problem in Market Research

When you talk to colleagues in Market Research and
Consumer Insights about how they started in the Industry, how many times have
you heard the phrase, ‘I just kind of
fell into it’
? Honestly, I’ve heard this phrase more often that I would have
liked throughout the years. I recently attended a Market Research event and
heard the same phase repeated again. So I just finally had
to ask, ‘Why’?
Is it perhaps because for lack of better terms, a defined
career path for Market Research in college? Universities have Accounting, Math, and Science departments, but the overwhelming majority do not have Marketing
Research departments or offer degrees in Marketing Research.
Maybe it’s due to a general lack of awareness of our trade
among the public? Or perhaps it’s due to the nature of the work and the skill
set required? Whatever the reason, the ‘just
fell into it’ phenomenon is a foreseeable problem for our industry that is
expected to add 32% more Research Analysts over the course of the next decade. And
who are likely to fill these roles? Why, Millennials of course. 

‘Intense interest and behavior of young people can improve our research.” ~ Martin Sorrell, CEO, WPP

And Millennials are a perfect fit for our industry. They are
the first generation that has lived with the internet since birth. They are technically
savvy in so many aspects and have a fantastic set of interactive, adoptive
& digital skills. With such a set of appealing traits, are we as an Industry
expecting them to ‘just fall into’ the trade as well? Or are we recruiting and
training the brightest, most intelligent, most curious young individuals that
we can? If we are participating in the former, our industry is in for quite a
A recent poll among Millennials revealed they want to work
for prestigious online / tech firms like Google, Apple, Facebook, & Microsoft.
These firms are likely perceived to be creative, innovative and push the
technological envelope. Likewise, these same firms want Millennials to work for
them for similar reasons, and are recruiting top talent among the best
colleges throughout the nation.
So if Millennials want to work with top tech companies, and
these same companies are recruiting top talent like crazy, where does that
leave our Industry in obtaining top talent? According to Martin Sorrell, Chief
Exectuve Officer of WPP (parent company of Kantar, TNS, Millward Brown &
Added Value) we are desperately in need of this talent. ‘Intense interest and
behavior of young people can improve our research and make it more accepted. And
right now our industry has the need for more skills in programming, data, &
It’s evident we have a need for Millennials, but do they
have a need for us? Is our Industry perceived as innovative, creative, and
technologically savvy in the eyes of Millennials? Enough to join? Only time
will tell since not a single Top 50 Honomichl Company made their preference
list. (Please comment below)   
Chris Ruby is an award-winning Marketing Research & Consumer Insights Executive with Fortune 500 consulting experience. His niche is the ability to turn complex data into compelling stories that induce a call for action among key decision-makers. His work has been featured by MRA, MRIA, IIR, Norstat Times, Chadwick Martin Bailey & the Optimization Group. Keep up with Chris Ruby by following him on Twitter @ChrisRubyMRX or by reading the Chris Ruby Market Research Blog.

The Best Time To Post On Social Media is…?

We’ve all been there before. We are about to post across Social Media (SM) and that foreboding question finally hits us. ‘When is the best time and day to post on SM’? I mean, we want as many relevant (maybe even irrelevant) people to see our postings and content, right?

This ever evolving digital social process is called ‘The Science of Timing’ (SOT).  If we get it right, everyone lives happily ever after.  If we get it wrong, no one gives us a second thought.

The “Science of Timing” predicts the optimal time to post on Social Media

SOT (a.k.a. the optimal time to post) revolves around 5 different paradigms and approaches otherwise known as: The Common Sense Approach, The Segmentation Approach, The Best Practices Approach, The Auto Scheduling Approach, and the Contracompetitive Timing Approach.

Huh?  Keep reading.

The Common Sense Approach is based on an intuitive sense of when people would or would not be on SM. For example, when people are asleep, at work, or at school, they are probably less likely to interact with SM. Whereas, if people are awake and the timing is before, after, or outside of work or school, their likelihood to use SM increases on average.

The Segmentation Approach involves timing based on the SM habits of your targeted audience, which coincidentally, you’ve collected over time. For example, if you and your organization are targeting teenage gamers during the upcoming summer, you’ve likely monitored their SM patterns over time, and will run a campaign based on the SM idiosyncrasies they’ve displayed. In all likelihood, their SM behavior will be different when compared to the entire online population as a whole.  Hence, the Segmentation Approach.

In contrast, The Best Practices Approach is based on how the entire SM audience acts as a whole and provides optimal timings based on aggregate online behavior.  You can think of it in terms of talking at a cocktail party, where there is a lot of chatter at its peak attendance point.

The optimal time to post on Twitter is late in the weekday, between 2pm ‘ 5pm EST

Dan Zarella, SM Scientist for Hubspot, recently addressed the SOT Best Practices Approach for both Twitter and Facebook.  ‘The optimal time to post on Twitter is late in the weekday, between 2pm ‘ 5pm EST, as this maximizes ReTweets. Coincidentally, we’ve found there is no significant difference in clickthrough rates according to the time of day or the day of the week, so it’s okay to experiment with your Tweets on the weekends and during late hours.’

Zarella further explains, ‘We’ve discovered clickthrough rates dramatically reduce, the more you post within an hour.  The clickthrough rate for a second post drops to 50%. The clickthrough rate for a 3rd post within an hour is almost nil.’  Zarella is not suggesting to Tweet less as he points to a strong relationship between the number of tweets per day and total followers.  Instead, he suggests not to ‘crowd out’ your tweets per hour.

Zarella also suggests three key timing points for Facebook: (1) post every other day as  mainstream pages that did this displayed the most likes, (2) post content on the weekends since it elicits the most amount of shares and (3) post content in the morning as shares tend to do marginally better than those published at other times.

Don’t “crowd out” your Tweets per hour

But if everyone uses The Best Practices Approach, wouldn’t the SM landscape become overcrowded during those specific times and diminish the likelihood of anyone hearing your message?

Great question.  Keep reading.

The three previous methods require someone from within to personally determine optimal timing.  Whereas with The Autoscheduling Approach, 3rd parties determine optimal posting times.  But what are these 3rd parties’ optimization practices you say?  And how do they measure up to yours?

After investigating Autoscheduling practices, two unique terms surfaced: static vs. dynamic. A static Autoscheduling system optimizes timing based on The Best Practices Approach, not on individual behavior. While a dynamic system optimizes timing through individual / follower behavior, and gets better over time. So which method would you prefer? Find out which method your provider utilizes.

Last but not least, there is The Contracompetitive Timing Approach. This approach is actually the opposite of The Best Practices Approach and circumvents its downside.  This territory lies at the beginning and tail-end of the cocktail party, where crowds are smaller in number, thereby improving the odds of individual engagement.  By utilizing Contracompetitive Timing, smaller crowds are more likely to hear your voice that would otherwise be lost in the chatter of a full-swing cocktail party.

So which SOT approach is the best? The Common Sense Approach of when people are online? The Segmentation Approach that profiles your specific target audience?  The mega-blast to a crowded room, Best Practice Approach?  Perhaps the best is The Autoscheduling Approach which leaves it in the hands of the experts? Or maybe the Contracompetitive Timing Approach seems like a valid alternative, so your messages aren’t lost in the masses? Perchance it is a combination of all the above? 

In your personal experience, the best SOT approach is _________. (Please comment below)

Chris Ruby is an award-winning Marketing Research & Consumer Insights Executive with Fortune 500 consulting experience. His niche is the ability to turn complex data into compelling stories that induce a call for action among key decision-makers. His work has been featured by MRA, MRIA, IIR, Norstat Times, Chadwick Martin Bailey & the Optimization Group. Keep up with Chris Ruby by following him on Twitter @ChrisRubyMRX or by reading the Chris Ruby Market Research Blog.

Lead Up To The IIR TDMR: Interview With John Williamson of Qualvu

This blog is co-posted with The Green Book.

I have not had the pleasure of meeting John, but I’ve been following Qualvu since their launch and have always kept their platform as one of the weapons in my arsenal when working with clients. Qualvu is a company that has persevered, refined their model and technology continuously, and has now emerged as a leader in redefining how we think about qualitative research. As more researchers have embraced online and mobile methods, Qualvu has not rested on their laurels but instead has co0ntinued to pioneer new ways to change the game for all stakeholders in the research value chain. I am impressed with John, the company he has built, and the vision he has of the future: I think you will be too.

John Williamson

In a little over 2 weeks the Technology Driven Market Research Event will kick off in Chicago, and I am getting more and more excited. Over the last few months we’ve been presenting interviews with speakers at the the event, and I think you’ll agree that we have a stellar line-up of thought leaders, innovators, and visionaries within the market research industry participating. I am humbled beyond measure to be a part of this great group and I can’t wait to sit down and talk shop with everyone in Chicago!

Today’s interview is the last one I have completed. I am working on trying to get a few more wrapped up but in case that doesn’t happen we’ll end the series on a high note with a great conversation with John Williamson, CEO of Qualvu.

I have not had the pleasure of meeting John, but I’ve been following Qualvu since their launch and have always kept their platform as one of the weapons in my arsenal when working with clients. Qualvu is a company that has persevered, refined their model and technology continuously, and has now emerged as a leader in redefining how we think about qualitative research. As more researchers have embraced online and mobile methods, Qualvu has not rested on their laurels but instead has co0ntinued to pioneer new ways to change the game for all stakeholders in the research value chain. Oh, and they are also a ‘DIY’ solution, so the company is another example of how that model can be successfully applied within the market research industry.

I am impressed with John, the company he has built, and the vision he has of the future: I think you will be too.

Like the others, this interview was conducted via email over the course of a few weeks. Enjoy!

LM: Qualvu has been around for a while, but you finally seem to be making a big splash and generating a lot of interest within the market research space. Why do you think that is?

JW: I believe any disruptive and meaningful innovation takes some time to marinate in the marketplace before a critical mass of adoption. Qualvu is just hitting that tipping point and it’s exciting to see the buzz. It doesn’t hurt that we’ve quietly gained a lot of big and influential brands clients, which validates our promise to deliver qualitative research that is faster, cheaper, and simply more truthful than traditional methods. After hitting 700 projects and 100,000 video responses in 2010, people are starting to notice!

It’s fascinating to me that a very big industry ‘ qualitative research which is a $6 billion space ‘ went virtually unchanged for over 50 years. Focus groups were so entrenched that most brands didn’t realize there was a better way of doing things. We knew that to make those brands believers and get them to switch from focus groups, we had to deliver insights that were not just as good as the status quo ‘ they had to be better. We proved we could do that, but it still required that we relentlessly took our message to the industry ‘ and proved it time after time ‘ to generate the momentum we now have. We recently announced our DIY platform for clients to do their own research using Qualvu’s platform, as well as a Smartphone app for video data collection, and they’ve generated additional buzz.

LM: What do you think are the major drivers of change in the market research space right now and how is Qualvu planning to take advantage of those trends?

JW: There are several drivers right now. Certainly the economic conditions are prompting companies to seek innovations that deliver cost-efficiency, and that’s helped Qualvu. I don’t think it’s an accident that tough economies see a resurgence of breakthrough innovations ‘ it’s typically when more mature firms are re-trenching, and there are opportunities for scrappy start-ups to outflank old ways with innovations.

Also consumers have changed. Social media ‘ Facebook and Twitter being the largest ones of course ‘ allow people to share their thoughts, experiences, and even beliefs online. As a result all of us have entered a new age of web-based transparency, with virtual podiums for our unique voices. Qualvu taps this naturally. Plus we connect our clients with consumers through online video and smartphones ‘ which proves to be the most candid and truthful form of feedback because it is on their time, in their settings, and exactly during the consumer/brand interactions.

LM: That ‘sticktoitness’ is inspiring! I agree that we’re in a new era of innovation driven transformation for the market research industry, and a lot of the exciting new technologies seem to be centered around a DIY approach vs. the more traditional service provider model. What do you think is driving that shift and what impact do you see that having on the broader industry over the course of the next 3-5 years?

JW: That’s an interesting question. Online platforms naturally empower the buyer. Think about buying music ‘ intuitive interfaces that vertically integrate the music business means you no longer need to drive to Tower Records to buy the latest Justin Bieber album (sorry, I have an 11-year old daughter at home). Instead you log in to iTunes from your PC, tablet, or Smartphone, play a sample or two, and buy the tracks you want. That’s extremely empowering ‘ with lots of benefits for you by lowering cost and complexity, and giving you exactly what you want, when you want it.

Researchers and companies are no different ‘ they win in DIY environments that strip out cost and complexity, and deliver exactly what they are looking for. I believe that if we deliver an interface that is delightful to use and allows you to customize any consumer feedback project to your needs at lower cost ‘ I believe we can spark the same level of disruption in qualitative research that iTunes did in the music business. What this means is that the industry changes in fundamental ways ‘ it gets bigger and healthier. Because brand researchers are empowered, and because it’s more cost effective without compromising any quality, they can do more. Plus the cost benefits naturally invite companies that do little or no qualitative research to the experience. Online video insights are extremely important to decision making ‘ and now they are cheaper, faster and better than traditional methods. It’s what researchers want, and now they get them when and where they want them.

LM: Are there plans to integrate QualVu into MROCs or even broader based social networks like Facebook to provide a true social experience for participants? Also, will you be using the mobile app to build your own sample population?

JW: We are indeed exploring interesting ways to integrate our collection capability in a variety of environments, and already Qualvu utilizes Facebook to attract consumers who want to share their insights to shape the brands they care about most. The mobile app expands our reach significantly ‘ it instantly enables millions of consumer for video-based qualitative feedback using the Qualvu platform. We are adding sample every day at increasing speed as a result, and allowing our clients to access these smartphone-powered consumers via our self-serve and custom services.

We recently conducted a webinar about the implications of the smartphone and tablet becoming the central gateway for communication, sharing, and information. Qualvu’s vision is been that visual, candid feedback will be centralized within this medium over time as well. We’re laser focused on video, and turning that video into meaningful intelligence ‘ and intent on leading the way for an evolution from focus groups to web-based interaction. Certainly the mobile app factors strongly in that.

LM: I could not agree with you more regarding mobile devices quickly becoming the primary channel for all electronic interactions, and utilizing the evolving capabilities of these devices present some very interesting opportunities for insight professionals. If you are already integrating social elements into your video-based qualitative offering, any plans to add in more functionality such as bar code scanning, finger tracking, LBS functions, or even more quant-based components?

JW: You could get me talking for hours about our mobile strategies! The smartphone is front and center in our mid and long-term strategies for gathering ever more valuable consumer insights. The mobile phone is the central device of the future for how people access information, communicate both verbally and visually, conduct commerce, and share their thoughts. We have some remarkable advances in store ‘ from bar code scanning, geo-location, instant screening and more. One of our promises to our clients is that we realize the ante is better intelligence than any other method, period. From there we are developing increasingly more advanced capabilities to push the boundaries of what’s possible in brand-to-consumer interactions for qualitative insights.

LM: I’ve noticed a real change within the Qualitative supplier community recently around embracing new technologies and techniques; it seems that these more nimble firms, focused more on producing strategic insights vs. specific methodology-based products, are driving innovation in some very interesting ways. Have you noticed the same trend within the qualitative space? Also, given your focus on engaging with enterprise-level clients, have you gotten much traction from the supplier community?

JW: When Qualvu launched in late 2008, we faced quite a bit of skepticism from traditional qualitative suppliers ‘ that a web-based approach could deliver the depth of focus groups. We know now in most cases, it’s significantly richer, more candid and truthful because of how we leverage video. However that early skepticism forced us to take the message directly to enterprise, and it arrived at a crucial time when the economy was forcing them to look for innovative and cost-effective tools ‘ essentially to do more with less. Plus they saw their consumer bases changing before their eyes. Facebook, Twitter, Skype, and other influences were changing how people were communicating, and sharing their thoughts about brands.

So the Qualvu value proposition sparked a powder keg of interest at the end user or buyer, and it had a remarkable positive impact on the vendors. Qualvu gained quick credibility, and once vendor-side researchers realized we had easy DIY tools that allowed them to conduct online video research and apply their unique expert analysis, it was a great fit. It’s allowed us to continue to take our message to every sector ‘ all businesses big and small, ad agencies, healthcare, education, and research vendors. In fact we are developing a webinar series starting in May specifically targeted to research vendors, to train them how to use Qualvu to innovate and grow their businesses. We have lots of vendor success stories to share.

LM: Can you give me some examples of how your clients are using the Qualvu platform? What’s been the most interesting project that you have seen?

JW: There are a lot of really interesting ones ‘ I think that once our clients realize there are virtually no limits to where they can go to learn from their consumers, it really drives home how inefficient focus group settings can be. So we get them right into the lives of real people, right during those ‘moments of truth.’ We have one large CPG client who tests new razor concepts among male and female consumers, who literally shave every morning on camera, right from their bathroom, while they talk about the shaving experience and reaction to the new prototypes. We’ve done lots of projects where moms talk about making dinner, or trying new paper towels, right in their kitchens during the bustle of family dinner. We have consumers showing us their clogged drains the moment they occur ‘ and show us in great detail what works and what doesn’t. We see students talking about search engines and social networking from their dorm rooms at college; the list just goes on and on.

The most interesting? Has to be a project recently we did for a retail client where consumers took us on shopping trips with cameras that were built into ballpoint pens! You wouldn’t believe the footage, and the client was just blown away at what they learned. You just can’t do that with traditional methods. Wrap all those in a price point that is a lot less and a lot faster than traditional methods, and we believe Qualvu will change the game in this industry.

LM: I think a lot of folks are still leery of online qual period, let alone video-based mobile qual. Here is your chance to convert them John: can you sum up the value proposition for your approach vs. other methods for our audience?

JW: I’d love to Leonard.

Properly deployed, Qualvu will deliver more truthful data than any other qualitative method. The platform gets researchers directly into the candid lives of consumers in new ways that only video-based mobile qual can deliver, and the Qualvu solution is faster, easier to deploy, and a lot less expensive than traditional methods. It’s not about just data however ‘ it’s about better, more engaged decision making. Give us a shot and we’ll prove it to you.

LM: Last question! It seems that a lot of innovation in this space is coming out of the Denver area; there is you, iModerate, GutCheck, Egg Strategy, etc.. Is it something about the mountain air that has unleashed all of this innovation? Why is Denver emerging as a kind of ‘new qual’ equivalent to Silicon Valley?

JW: That is a great question! The fact is, Colorado is a spectacular place and it’s attracting world-class people looking for a place to pursue both professional and personal passions. We’ve been able to get some of the most talented and innovative people ‘ from Seattle, Dallas, New York, and lots of other places ‘ to move to the Denver area in a heartbeat to join the Qualvu story. So I’m not surprised the start-ups to watch are incubating right here in Colorado. I’m betting Qualvu won’t be a local secret for long!
About the Author Leonard Murphy:

Lenny is a seasoned and respected industry leader with an entrepreneurial drive. He has been called a visionary and is renowned as an innovator. He has successfully established several companies in the MR space including Rockhopper Research, a leading full service global research firm and MDM Associates, a MR consulting firm, before founding his current companies: BrandScan 360 and his consulting practice LMC group (www.asklmcg.com).

Mr. Murphy is a key consultant and adviser to numerous market research agencies, and works across the industry to drive the development of innovative research practices by developing strategic alliances with multiple ‘best in class’ providers.

Lenny serves on the Board of The Market Research Global Alliance, the premier social network for the global MR profession. He is the Founder and Executive Director of the Research Industry Trends Monitoring Group & Publisher of the GreenBook Research Industry Trends Study, the oldest study in the industry devoted to tracking changing trends in MR. He is on the Advisory Boards of the Festival of NewMR and The Merlien Institute. He is also the Chairman of the IIR Technology Driven Market Research conference.

Rounding out his busy professional life, he is the Editor in Chief of the GreenBook Blog.

Lenny can be reached at lmurphy@brandscan360.com.