TWO AREAS OF RESEARCH

Quantitative research

Precision, exact and comparable values. Objective, reliable and measurable results. Dependencies, correlations, „hard” statistics, trends, rational thinking.

Qualitative research

Emotions, moods, states of mind, inspirations, „soft” insights, directions of change, sensitive areas. Unconscious needs and motivations. Experience is not 0-1, it is sensitive, requires conversation, intuitive thinking.

Experience Institute

that is a combination of quantitative research and qualitative experience.

 

THIS IS WHAT WE DO

Qualitative research

Brand research

That is, diagnosis of brand DNA from the point of view of the consumer, perceived values, benefits, motivation and barriers, unique features, positioning vs. competition

Shopper consumer research

In-store research to diagnose consumer buying habits, noticeable messages in the store, elements affecting the purchase (positive, negative), the decision path from entry to purchase the product

Communication research

 Diagnosis of the materials based on the following dimensions: engagement, branding and communication

UX Research

(with the possibility of using eye-tracking). Diagnosis of attractiveness, usability, intuitiveness of digital products. Adjustment of functions to consumer needs

Exploratory research

deep dive into the needs and habits of consumers using a particular category (rational and emotional motivations, i.e. needstates). Research aimed at finding new areas attractive to be taken over by brands; segmentation research (consumer segmentation, category segmentation)

Evaluation of NPD concepts

that is the evaluation of innovations (new product, concept, moodboard, packaging visuals). Diagnosis of the potential of new product and brands. Refinement of concepts from the point of view of consumer needs.

Quantitative research

INVESTOR IN HUMAN CAPITAL

Poland’s first research and certification programme, rewarding companies for their personnel policy. It helps them to keep the best people, build the image of the employer of choice, and to distinguish the company from the market.

Customer Friendly Company

is the only award granted in the field of satisfaction from cooperation with the Company, based on the results of an independent customer satisfaction survey. The use of the FPK emblem in promotional activities has a positive impact on building the image of a customer-friendly company.

Tracking

(NPS, employee engagement, brand awareness, brand image, etc.). Cyclical tracking of key marketing indicators can be carried out both on customer databases and on the research panel.

Pre/post campaign tests

which is communication tests. We check how the new communication has influenced the perception of the company. We examine key brand features before and after the campaign.

Quantitative validation of marketing concepts

evaluation of ads, product concepts, packaging, comparison with the advertising concepts of competitors. It is also possible to verify the recommendations from the qualitative stage both on a nationwide sample and on a specific customer/consumer segment.

CASE STUDIES

CATEGORY EXPLORATION AND CONSUMER NEEDS

WHO?

FMCG brand, producer of bottled water.

PROBLEM:

Unsatisfactory sales of carbonated water (slightly and normally carbonated).

THE STUDY SCHEME:

In-depth individual interviews with users of lightly carbonated and normally carbonated water. Metaphorical interviews, which focused mainly on:

- learning about unconscious associations with the category of water (i.e. the subconscious image of the category of water. This area is irrational, unobvious, very difficult to diagnose, but strongly influencing purchasing decisions)

- the discovery of needstates for both categories (emotional motivations of reaching for a product [emotional benefit], which are always rationalized later on).

RESULTS:

Finding image differences for both categories. Identification of features and the benefits that consumers give to both products (e.g. on a rational level, light sparkling water pleasantly quenches thirst vs. normally sparkling water, which effectively and quickly quenches thirst; on an emotional level, light sparkling water is placed in the area of uniqueness, pampering, and normally sparkling water gives the benefit of mental 'purification', stimulation, excitement).

Discovering the differences between the two variants allowed to build a proper communication, emphasizing the unique features of the products.

ATL COMMUNICATION STUDY

WHO?

Insurance company.

PROBLEM:

Evaluation of concepts for new advertising campaigns.

THE STUDY SCHEME:

Focused group interviews (FGI) with brand and competitor users. The evaluation of the materials based on three basic dimensions: engagement (i.e. how interesting, eye-catching and distinctive the communication is), branding (i.e. how much communication fits the brand, what it adds, what it takes, how the brand changes) and communication (what the advertisements tell consumers, how they understand them, what the main message is). Additionally, the persuasiveness of ads is assessed - to what extent ads encourage to reach for the Client's products.

RESULTS:

Identification of elements of communication which need to be improved (incomprehensible, unnecessary, unambiguously unattractive, which may negatively affect brand reception) and which are worth emphasizing more strongly (eye-catching elements, increasing the potential of consumers to remember the advertisement).

The research allowed to prepare TV communication, which will most effectively convey information important to the Client.

INVESTOR IN HUMAN CAPITAL

WHO?

A company in the telecommunications industry.

PROBLEM:

Diagnosis of the reasons for employees to leave. Development of an HR strategy based on building employee satisfaction and engagement

THE STUDY SCHEME:

A standardized online version of the questionnaire examining the key indicators affecting the construction of a highly effective organization: overall satisfaction, engagement, willingness to recommend a workplace, willingness to recommend products. In addition, the questionnaire includes issues related to the assessment of the relationship with the direct superior, and communication between departments. All employees of the organization were invited to the survey, with participation in the first wave of the survey reaching 73%, which is 785 employees.

RESULTS:

The lowest rated areas were communication, as well as evaluation in the context of workplace recommendation. The survey allowed to prepare a training plan for managers, which translated directly into developmental guidelines for communication with team members. Additionally, the most urgent organisational changes were identified, which translated into increased satisfaction.

The survey also became a permanent element of the company's culture, with a turnout of 87% in the following year, and growths from 3% to 7% were recorded in all the surveyed areas. Additionally, the rate of leaves from the company in the following year decreased by 8%.

Customer Friendly Company

WHO?

Energy company.

PROBLEM:

Defining the points of pain, at key points of contact between the client and the company.

THE STUDY SCHEME:

The survey questionnaire assessed all service channels that operate in the company: hotline, customer service offices, online. It also assessed the competence of persons responsible for solving reported cases, the speed of reaction, and the effort that the client had to put into dealing with the case. Additionally, the recommendation index of products offered by the company was measured. The survey was conducted on a sample of N=1000, 800 by telephone technique, 200 by pencil paper technique at customer service points.

RESULTS:

The findings indicated areas of service that do not function as expected by customers, the main point of pain was the time spent in the queue at the company's facility. Customers who assessed this aspect negatively, also most often indicated in the survey that they were considering changing provider.

The survey helped to prepare a strategy for introducing changes at the level of the entire organisation. Workshops with branch managers helped to develop solutions that resulted in increased customer satisfaction and a decrease in the percentage of customers considering changing provider.

OUR RESEARCHERS HAVE WORKED FOR

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