|26th November 2018
Human behaviour is complex. A traditional approach to healthcare market research is no longer enough for designing products and services that address customers’ needs and improve healthcare outcomes. Here, we explain a useful tool for helping brand managers and marketers generate more precise understanding of their customers.
Behavioural science tells us our behaviours and actions are a product of our environment, including our culture, relationships and the world we live in. If we fail to take this into consideration when developing insights, we run the risk of misunderstanding or generating the wrong insights over time.
‘Magnifying glasses’ help us generate true customer insights. As tools, they help you understand customers from different perspectives, ensuring you find the right opportunity for your brand when planning customer research.
A ‘magnifying glass’ is a perceptual frame, which is applied to the research design and the analysis plan to boost the value of your research. It shapes research outputs and helps translate richer insights into brand strategy.
This approach fosters cross-functional collaboration within the business, and captures complex customer behaviours and intelligence on the market as a whole. It also minimises the risk of missing out on important drivers in the market. We apply different ‘magnifying glasses’ to help us design research, analyse customer feedback and the competitive landscape, and interpret findings.
Framing the research:
When market change and hyper-competition prevail, straight questions might not generate true understanding of decision-making, frustrations and needs. We are not as rational as we believe. Our decision-making is affected by cognitive biases and so asking the right questions and developing scenarios to evaluate the impact of such biases is key for framing the research. This ensures the insights are true to real customer situations and guide effective marketing initiatives.
Understanding what's beneath:
Meaningful insights rely on the true understanding of customers. Traditional projective techniques in qualitative research help uncover subconscious beliefs, motivations, attitudes and perceptions, and articulate the sensitive. For example:
Ethnography sessions also help us observe behaviours and formulate hypotheses on biases, while user testing uncovers real behaviours and validates solution design.
Marketers develop brand stories, which combine clinical messages with customer needs and brand promises, as well as visual campaigns. These stories resonate with customers and support communications. By mapping current competitor communications, you can shed light on the unique space your brand or portfolio can own. Perceived competitor landscaping and social listening are also useful tools for complementing research and shaping your hypotheses and scenarios for testing.
Knowledge from internal stakeholders and existing insights can help you understand your customers in context, and provide awareness of the market. It can also reveal gaps and highlight potential brand opportunities to explore. Insights can be grouped into decision-making tools, such as personas, which can then be used to guide solutions and multichannel marketing plans.
When used together, ‘magnifying glasses’ combine learning from different perspectives, increase the value of your customer engagement projects, and translate this learning into business tools for decision-making. Ultimately, ‘magnifying glasses’ focus attention on the right opportunity for targeting your customers, while staying true to your business needs.
To find out how we can help you better design and implement impactful customer research, contact firstname.lastname@example.org
Good insight gives you the tools to create innovative products and services that meet customer’s needs at the point of need. Download our Perspective magazine on the Power of Insight to learn the best practical tools, tips and knowledge for harnessing insight to empower your customers and inspire innovation.
|27th August 2020
Precision and personalised medicines are more than products, they are services in their own right. So, how should pharma approach this uncharted territory to ensure targeted therapies work for patients?