Marketing research and social analytics – complementary not competitive

25 April 2011

Book content

A post by Chuck Hemann, The Future of Social Analytics… I think, just prompted me to reproduce a figure and a table from the section in The Business of Influence where I compare marketing research and continuous engagement, or social learning if you prefer. (For those of you with the book to hand, I’m at Chapter 5, pp 70-73.)

I conclude that marketing research and continuous engagement are complementary not competitive.

Marketing research and continuous engagement – Figures 5.1 and 5.2

I kick off the section with this diagrammatic representation.

Marketing research and continuous engagement – Figures 5.1 and 5.2, Chapter 5, The Business of Influence

Marketing research and continuous engagement – Figures 5.1 and 5.2, Chapter 5, The Business of Influence

 

Comparing market research and continuous engagement – Table 5.4

And then the following table summarises the main body of text:

Market research Continuous engagement
Ad hoc or regular intervals Continuous
One-way (and often needs the carrot of a prize, gift or payment) Two-way (mutually rewarding)
Unemotional Emotional
Independent of loyalty Inculcates brand loyalty
Tight focus Wide focus
Sequential parameters Multi-parametric
Designed to achieve statistical confidence Emphasis on detecting weak signals

This matter is central to any and every organisation seeking to improve its sensitivity to many stakeholders, not just customers and prospective customers, and if you are in the midst of juxtaposing the two I’d love to learn about your experiences.

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