Just after noon, on a weekday, I bumped into a family acquaintance at one of the more successful shopping malls in the city.<\/p>\n
The question, \u201cWhat are you doing here?\u201d was underlined by a mildly accusatory look and the subtext, \u201cWhy are you spending a week-day shopping?\u201d<\/p>\n
My response that I was \u201cworking\u201d wasn\u2019t enough; the further explanation that I was doing \u201cresearch\u201d received a dismissive smirk and ended the conversation. The fact is that I was repeating the time-honoured ritual of RBWA (research by walking around), with its seemingly aimless strolling, sidelong glances, and possibly turning over a hundred items in a dozen shops without reaching for the wallet even once. This is a ritual that is not taught in our temples of management learning. In fact, it is one of the many tens of methodologies that seem to be missed out during the course of our formal education. And very often, what we do get taught is so remote and opaque to most people that they will promptly forget it the moment they walk out of the examination hall.<\/p>\n
I was reminded of this walk-about incident during a conversation with two members of the faculty of a professional institute on the subject of research. Most of their students, I had observed, had a narrow interpretation of research \u2013 focussed only on consumers being interrogated through a questionnaire. The students were working from the guidance they had received during the previous semesters at the institute.<\/p>\n
Unfortunately, the students are not alone \u2013 this is also how too many people identify research, including many executives in decision-making positions. I have been frequently puzzled by the confident (brash?) statement I have heard many times: \u201cWe don\u2019t need research.\u201d It is only when I probe further do I, and they, discover that while they perhaps don\u2019t need consumer surveys, there are large gaps in their decision making toolkit which can only be filled by inputs from various other kinds of research.<\/p>\n
Sometimes the roots of that statement lie in the perception of research as an impenetrable jungle in which it is easy to get lost but difficult to find something immediately useful. Researchers, like all other vocations, have their own professional shorthand (also known as \u201cjargon\u201d) which they sometimes use to identify their own kind, and perhaps sometimes to exclude people who are not from the trade. Very often this jungle is created by \u201cresearch-as-a-foreign-language\u201d, which many executives are just too apprehensive or too busy to tackle.<\/p>\n
But before you pick up the axe and start cutting away at the creepers of bi-variate analysis, quota samples, correlation and projective techniques, let me give you my very simple definition of research which I like to keep in mind when I am asked the question: \u201cDo we need research?\u201d<\/p>\n
To me, research is the discovery and collation of diverse pieces of information from various sources, so that it can be analysed using multiple tools, to discover relationships, patterns and directions that can be used to draw conclusions and take decisions.<\/p>\n
There is a purpose for which we would discover or collate that information. There may be a set of questions that we need to answer. We need to understand what are the various places where that information may lie, the different forms it might take or the different ways in which we might need to look at the information before anything useful emerges.<\/p>\n
And, in the business context (as in many other situations), research is meant to come up with something that is applicable and directly beneficial to the business. So once we\u2019ve got most of the answers we were looking for, it is certainly useful to stop and apply the newly gained knowledge rather than try to refine and perfect it to the infinite degree.<\/p>\n
If this definition of research frames the context well enough for you, then you\u2019re on the way to doing and using research well.<\/p>\n
Despite the wealth of information available today, far too many bad business decisions are being made in the absence of good information, either because the executives have not bothered to carry out research, or have not had the capability or the time to question the research which is being presented to them.<\/p>\n
Worse \u2013 perhaps because of the abundant data and the ease of access to it \u2013 today many business decisions that turn bad are taken on the basis of information that is presented by someone else (\u201csecondary research\u201d in research language), without questioning the validity of the conclusions, the structure of the study, the context in which the data was analysed. It\u2019s almost as if we couldn\u2019t be bothered to think, because someone has apparently already done the thinking for us \u2013 especially if it comes from a \u201creputable source\u201d. (Ok, that might be smart sometimes. So let me give you a more graphic analogy \u2013 could you think of an adult bird regurgitating pre-digested food to feed the chicks? Hmm, not so pleasant an image after all, is it?)<\/p>\n
Also, research (especially the number-oriented kind) seems too dry for most people to take in. And I think that is one place market researchers could do themselves a huge benefit if they could tell the story \u2013 especially a story with a moral at the end. That is, create the picture for the user as to what all of that information means in simple language, and also show the user how to use the information in the context of his situation or problem. Bedtime stories during childhood and good movies in adulthood work well because there is a coherent narrative, a start, a middle that is interesting and an ending that stays in the mind. You can see the relationships between the characters, and the consequences of those relationships. A good research project report could be seen as something very similar.<\/p>\n
Having said that, of course, there are also some researchers go far beyond, who would never let boring facts get in the way of a good story! Apparently a letter to the editor of the National Observer (London) as far back as 1891 complained: \u201cthere are three kinds of falsehood: the first is a ‘fib,’ the second is a downright lie, and the third and most aggravated is statistics.\u201d (Mark Twain famously paraphrased this in his autobiography as \u201clies, damned lies and statistics\u201d.)<\/p>\n
How many stores can you think of which are located at sites where their chances of success are exactly the same as that of a snowball in hell? How many products or brand launches come to mind, where you wondered, \u201cwhat is this company thinking?!\u201d Of course, there would have been pre-launch studies which would have showed just how successful these would be, where the stories were possibly based more on imagination than on facts.<\/p>\n
For a decision-maker, the only way to tell the difference between bad statistics (lies) and the true story of the market is to make sure that he or she is equipped with multiple sources of information, and various tools with which to analyse them. Also, if you recall my earlier definition of research, the starting point was the definition of the objectives which a research is supposed to fulfil \u2013 if the objectives are vague or undefined, so will the research outputs be.<\/p>\n
Numbers (quantitative research) and narrative (qualitative research) can tell us many wonderful stories about the market. Some of those stories are highly imaginative \u201cfairy tales\u201d because of a bad study \u2013 that shouldn\u2019t lead us to ignore all the others which can direct us to our objectives.<\/p>\n","protected":false},"excerpt":{"rendered":"
Apparently a letter to the editor of the National Observer (London) as far back as 1891 complained: \u201cthere are three kinds of falsehood: the first is a ‘fib,’ the second is a downright lie, and the third and most aggravated is statistics.\u201d (Mark Twain famously paraphrased this in his autobiography as \u201clies, damned lies and statistics\u201d.) Here is my definition of research and its output, and how it can be useful…<\/p>\n","protected":false},"author":2,"featured_media":0,"comment_status":"open","ping_status":"open","sticky":false,"template":"","format":"standard","meta":{"content-type":"","footnotes":""},"categories":[25,389,212,215,33,60,36,62,37,43,44,46,48,1],"tags":[26,390,104,32,250,214,391,59,369,427,119,120,443,65,542,371,543,49,444],"class_list":["post-1904","post","type-post","status-publish","format-standard","hentry","category-apparel","category-progressive-grocer","category-consumer","category-food-grocery","category-footwear","category-india","category-lifestyle-fashion","category-market-research","category-marketing","category-retail","category-soft-goods","category-strategy","category-textiles","category-uncategorized","tag-apparel","tag-column-progressive-grocer","tag-consumer-research","tag-fashion","tag-fmcg","tag-food","tag-grocery","tag-india","tag-malls","tag-market-research","tag-market-segments","tag-marketing","tag-research","tag-retail","tag-segmentation","tag-shopping-centres","tag-stores","tag-textiles","tag-trade-research"],"yoast_head":"\n