Tulika Sheel, Associate Vice President

Varun Sahai, Associate Vice President 

Sandeep Kaul, Insights Lead 

In India, online only accounts for a small share of the market research market. The overwhelming majority of market research projects here take place face-to-face. But the COVID-19 crisis has resulted in brands beginning to consider online options. 

The dominance of face-to-face market research can be explained by a number of factors, and these need to be carefully understood in order to successfully pivot to an online approach. In metro and tier 1 cities, laptop ownership is commonplace and as a result online panels are fairly well established. But metro and tier 1 cities aren’t representative of India as a whole, and in suburban and rural areas it’s a different story. Panel coverage is limited and this, combined with low levels of literary and a cultural predisposition to trust in-person over digital interactions, means that face-to-face is the preferred approach for conducting research in these areas. 

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What’s promising though is the high levels of mobile penetration in suburban and rural areas. Thanks to new mobile data plans, most households in these areas have access to at least one mobile phone between them, and this only looks set to improve.

So what does this mean for online research in India? The first thing to be mindful of is that there is no one size fits all approach. Of course the methodology used for any project needs to be carefully considered, but in India it’s of crucial importance that you bear in mind the target group of respondents you want to reach and the devices they have access to.

Of course the methodology used for any project needs to be carefully considered, but in India it’s of crucial importance that you bear in mind the target group of respondents you want to reach and the devices they have access to. 

In metros or tier 1 cities for instance, digital depth interviews conducted on a laptop or desktop via Skype will be a good way to reach more niche audiences that can’t be accessed through online panels, for example, people who own a particular model of car or buy a certain brand. 

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For conducting research beyond these cities, you’ll need to turn to mobile – but it’s important to bear in mind that bandwidth can be an issue. Because of this, you should avoid any methodologies that are too heavily reliant on lengthy video inputs from respondents. Instead, online surveys or online communities, which combine text, image-based and short video tasks are a better option. To encourage participation, an app-based platform that is easy for respondents to download, access and engage with should be used. 

With online research proving a feasible option for many types of project, it will be fascinating to see how the market for this develops in India.

We at Kadence are big advocates of brands creating their own futures, rather than try to predict it. Earlier in the year, before the whole pandemic went global, we brought together trend watching experts from across our global boutique to identify four key trends that we believe will define the next 12 months, inspiring innovation across Asia, the US and Europe, that we outlined in this report.

How to conduct online market research in Asia: The Go-To Guide
Interested in understanding how to approach online research across other Asian countries? Download the guide here

Lots of ink has been spilled on various reports and news stories about this pandemic. From its early days in China to its devastating death tolls globally as it spreads to how some markets like Germany and South Korea are slowly opening up their markets to re-establish ‘life as normal’, there has certainly been no lack of opinion, professional or editorial, on the impact of this international viral outbreak.

As the stages of recovery vary across markets, the tonality of different write-ups is gradually shifting towards one that is more forward-facing (and some would even say, hopeful!). Different articles are springing up, pontificating on what kinds of post-pandemic world we want to see. Some question the validity of returning to a ‘normal’ that was anything but in the first place, while others take a more macro-level analysis to arrive at how entire economies and governance should pivot so we’re prepared for the fall-out the best way we can.   

We would like to add our voice to this body of work, and share our thoughts on how we think the post-COVID will look like for certain industries, by doing what we do best: analysis through the consumer lens.

Based on our expertise in specific sectors, we went about consolidating and analyzing all current phenomenon that are happening globally, examining the impact of changes that have been observed, thinking about habits that have been formed and questioning what it all means in the long term. Over the next few weeks, we’ll share these – covering everything from retail finance to food and beverage.

What kinds of change can / shoud we expect?  

When it comes to the ‘future’, there are various existing theories in the realm of behavioral sciences, that talk about how humans tend not to be ‘future-oriented’ and usually value the ‘now’ more. Within the context of talking about change, that presents a real problem – as the inability to visualize/internalize a version of the future gets in the way of discussing or enacting change. This is a significant point that we need to acknowledge, right off the bat, otherwise any projections or proclamations about post-pandemic change will likely be no more than wishful thinking.

Another common way to put forth any suggestions of change tend to be what is known as the ‘convergent’ approach: for example, Phenomenon A is likely to happen, because Phenomenon B, C and D are observed to be present, and form favorable conditions/climate to facilitate A’s occurrence. While not wrong, and this is at the heart of many techniques of scenario analysis (PESTLE being one of them), it again does not account for the ‘human agency’ element, the clear and pinpointed reason why a change CAN and SHOULD happen.

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To this end, amongst the many change management models out there, we feel there is one that may be particularly useful to help us conceptualize the change that can come about in a post-COVID world. Chip and Dan Heath’s ‘sticky habits’ model talks about how, at the heart of reasonable and sustained changes, are 3 simple elements which explain why/how those changes happened, in spite of supposedly challenging circumstances.

In this model, which can also be used to operationalize change, the authors argue that alignment amongst the rational and emotional sides of a person is crucial in setting about the momentum for change. That process is facilitated further when the route towards change is clear, attainable, and rewarding to the individual aiming to change. The analogy the authors offer is an elephant rider on a path: the ‘rider’ symbolizes the rational mind, while the ‘elephant’ stands for the emotional mind. A determined ‘rider’ cannot make an unwilling ‘elephant’’ go down an intended path, no matter how hard he/she tries, much as how even if the ‘elephant’ is willing, it cannot effectively be on the road without efficient directing from the ‘rider’. Within that analogy, the ‘path’ will also need to be clearly marked and signposted, so it is the actual one the ‘elephant’ and the ‘rider’ wishes to travel on.

We believe in this model, as we feel it helps to guide our examination of change that’s really rooted in consumer needs: what is it about a particular change that we have observed that shows how the rational and the emotional mind have been satisfied, such that even though the path is ‘unclear’, we understand and are confident that it is a feasible change that will stick, once the pandemic is over.

What will stay the same?

“The more things change, the more they seem to stay the same…”

The saying above cannot be truer; in fact, that is the whole premise for a lot of science-fiction based entertainment. The future in a lot of these alternate realities are often only incrementally different to the one that we are living in, because storywriters depicting these worlds realize that no matter how far away this future is, it needs to be rooted in a certain degree of ‘realism’ in order for readers/viewers to appreciate and accept the portrayal, as well as contrast how different/’out of this world’ the changes are.

Another way to understand this contrast between change and non-change, and how acceptance is achieved, is through the MAYA Principle: MAYA stands for ‘most advanced yet acceptable’. This principle provides guidance in the world of product design. As a discipline, product designers are always faced with the challenge of producing something new and exciting for consumers, be it a piece of furniture or an electronic product. Designs that draw too much inspiration from the left field can risk alienating potential users, while sticking too much to the status quo results in a product that does not excite at all. The MAYA principle thus proposes that designers can focus on elements within their work that taps onto the notion of a ‘familiar strange’, where it’s new enough to pique interest, but familiar enough that it does not overwhelm and lead to outright rejection.

Taking on both notions, we thus feel that even as we look forward to propose what’s going to change post COVID-19, we should also take note of consumer mindsets that will likely remain the same, the ‘evergreen’ needs that will not be displaced, even as the world hurtles towards a ‘new normal’.

The economic impact of the COVID-19 pandemic in various markets has been undeniable. Some sectors like travel and hospitality have been hard-hit, while physical retail has suffered badly too due to social distancing and lockdown measures. Workers in these industries are affected as well, with their livelihoods threatened by uncertainty and instability. Within this context, money worries are certainly in the minds of many, as they struggle to make ends meet.

Even amongst the fortunate who still have their jobs, it is likely that they would have been impacted as well, albeit at a different level. Without having to worry about the ‘now’, they would be thinking about the ‘next’ and the ‘near future’. Economic downturns are not new, but one caused by a global virus outbreak is a little harder to manage and predict. As such, the more financially-minded consumer will have to start to think about what their investment portfolios should really comprise, how they can be economically-sheltered from the next disaster, and what kinds of financial planning will allow them to not just weather the storm, but also thrive in the long run.  

So what should retail banks, financial institutions and fintech entities prioritize, as the pandemic improves? What role do these organizations need to play in their customers’ lives, and on what kinds of principles do their strategies need to be based? We explore 3 key areas: consumer spending patterns, investing and cash, sharing our thoughts by examining what is likely to change in the post-COVID world, and what will remain the same.

Consumer Spending Patterns: Between Saving and Spending

Short term changes

Within Asia, two markets that recently relaxed their lockdown situations were China and South Korea. In both cases, there were instances of what is now an increasing familiar term in post-COVID coverage: ‘revenge spending’. The Hermes flagship store in Guangzhou saw its biggest single-day earning ever, when millions of Yuan were spent by previously cooped-up shoppers on luxury items. While in Thailand, which recently lifted the ban on alcohol sales at retail level, saw unprecedented levels of consumers binge-buying wines, beers, and spirits.

Regardless of the market and product category, one thing is common: perceived scarcity will motivate consumers to spend disproportionately in the short term. This also illustrates how the fundamental principles of behavioral economics and the multitude states of cognitive biases (too many to name here) are once again proven true.

Long term trends

In the longer term though, what are we to make of consumer spending and saving mindsets, in turn motivating actions/behaviors, which will be meaningful for financial entities to action on?

We see two likely scenarios, each combining a certain degree of emotional and rational assessment of how individuals see their ‘now’ and ‘(near) future’:

  1. Excessive fear and over-reaction to the economic fall-out of the pandemic and feeling the extreme need to be more assured/confident of their financial states, leading to reduced spending/motivation to seek out additional/side income
  2. Resignation and coming-to-terms with their helplessness when it comes to managing their finances (i.e. surrendering to the insurmountable force of macroeconomic changes), and maintaining the status quo, feeling good about creating/maintaining their sense of ‘normal’

There will certainly be many shades between these two extremes, just as there will also be minorities falling outside of these as well (e.g. increased spending/acquiring material goods to achieve the sense of security), but what’s certain is that financial institutes will have to play the role of showing the path to fruitful savings and meaningful spending, without leaning too far into one side or the other. An established bank that has a reputation for best-in-class credit cards in consumers’ minds may take the opportunity to come up with a savings product that validates a consumer’s side hustle, while a fintech that’s trying to break into the travel space may have to use this chance to re-think what their value-proposition really is to consumers who have to temporarily shelve their wanderlust.

Underlying all these, of course, is the presumption that the entity has a ‘trust bank’ upon which to draw notions of credibility and capability; all the money in the world thrown behind a huge messaging campaign in the post-COVID world will not help, if that trust was not already there in the consumers’ pre-COVID reality. 

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Investing: Between Risks and Returns

Short term changes

In the pre-COVID days, any sort of consumer research on investment products/journeys/choice and preference of investment instruments, often boils down to 3 main points:

  • How clearly the product information is introduced, and how much of its mechanism is understood
  • How well the investor can conceptualize the product for himself/herself, and how he/she imagines it within his/her portfolio
  • How he/she feels about it on the overall level

This combination of rational considerations and emotional reassurances will likely not change dramatically in the ‘new normal’, but there is the need to acknowledge the likelihood of investors perceiving the market to be more VUCA (i.e. volatile, uncertain, complex, ambiguous), thus leading them to re-assess whether it’s the ‘right time’ to be investing in the first place.

Based on past economic downturns, alternative investment instruments (e.g. art, whisky, coveted luxury brand handbags, etc.) have also started to become more commonplace and offer investors another way to grow their money. However, the mechanisms of such tools are often not clear, and usually complement a portfolio that’s still predominantly stocks/shares driven. Insurance-based products are also believed to be a likely winner in the world of money management; as consumers become more risk-averse, bonds and capital-guaranteed products are logically seen to be aligned with immediate appetites.

Long term trends

All that said, though, it is still necessary to highlight that very few investors carry out investments purely motivated by fear of losing; the savvy ones are aware of the notion of calculated risks, and the really experienced ones within that small bunch of savvy investors also know that ultimately the global market is very much sentiment-driven (read: emotions, cue behavioral economic principles again). This highlights the importance of ‘confidence’ and decision-making based on knowing all the ‘facts’ available at a specific point in time, which is actually the fundamental strategy applied by many governments around the world which have successfully contained the pandemic in their respective countries.

Therefore, in the post-COVID world, we feel retail entities that will do well with investors are those that understand how to pull the ‘clarity’ lever, showing their workings around how they feel a product/tool will help the investor achieve their wealth goals, while acknowledging the presence of VUCA factors and understanding what kinds of emotions can arise from investing in a global economy that’s still ‘finding its feet’.

Consumer perceptions of cash: is it still “king’?

Short term changes

Even before the onset of the pandemic, it is becoming increasingly clear that many markets globally are moving towards implementing cashless systems, or at least encouraging consumers to rely less on cash. Though not all executions were done well (e.g. India’s sudden and forceful removal of certain currencies from the market create a financial nightmare amongst consumers which took many months of correcting), the movement is at least gaining momentum, and acceptance appears to be higher in markets which are traditionally cash-focused

Covid-19 containment measures have basically forced upon various societies the need to pay for items in a cashless way; the removal of physical retail to adhere to safe distancing measures meant that opportunities to use physical cash have reduced dramatically, while paying for online purchases tends to be electronic in nearly all cases (save for cash-on-delivery options). Not having to handle cash within current context also means reduced chances of infection through virus transference on surfaces, so it appears to have multiple advantages that’s aligned with the ‘sign of the times’

What this means, though, is while the transition is quite smooth for the cashless consumer, the cash-minded one will likely have to think about how that impacts other parts of their financial realities. Money management and tracking, for one, will likely need to take new forms if cash spending is slowly being phased out from their daily lives. Another area which will likely see some change is in digital payment security: with increased volumes of payment, it will be naïve to assume that similar online safety mechanisms will suffice. To prevent any backlash that can potentially happen due to insecure cashless payment systems, it is an area within the financial industry that needs immediate attention, such that consumer confidence in the system may be sustained

Long term trends

However, we must not confuse “accelerated pace of change” with consumers loving the new ‘state of play’ for cashless; we are of the opinion that consumer sentiments towards the ‘meaning’ of cash (e.g. freedom/fluidity, security, options, empowerment, tangibility, etc.) may in fact deepen in the post-pandemic world, due to perceived uncertainties and insecurities (as we have mentioned above). What this then means is that the notion of ‘cashless’ may either need to be strengthened such that it goes beyond attributes like ‘convenience’ and ‘ease’, or relegated to specific consumption scenarios that may not need to be as ‘meaningful’ as cash 

This has important implications for the numerous fintech institutions globally that are trying to ride on the wave of new financial attitudes in the ‘new normal’; whatever solutions they’re proposing (e.g. payments, investments, money management, etc.) will likely be based on a cashless model, so on top of proving the validity of their use cases, the fundamental value that going cashless needs to be just as apparent. Only then can it achieve both resonance and acceptance amongst consumers, as they navigate their financial world and arrive at their own conclusions on what they will relegate to the cash ‘world’, and what they will gladly make ‘cashless’.

I’ve been a market researcher for more than 15 years, during which I’ve done countless projects conducted through online and offline methodologies, both in Singapore, and across Asia. It’s a common research cliché to say that ‘one size fits all’ does not apply in Asia, and that the only unifying factor across all Asian markets is their very uniqueness. As such, I’m happy share my view on why Singapore is a market where brands stand to benefit from online research alongside offline research. 

Singapore is one of the most technologically-advanced countries in the world, with internet penetration not that drastically different from the US and indeed higher than many European nations such as Spain, Portugal and Austria. The government’s ‘smart nation’ ambitions are laid out in a masterplan that constantly gets revisited and progress against it tracked. Digital device ownership is high, and digital literacy is something that’s improving, even amongst elderly Singaporeans. It is becoming a common sight in the suburbs to see older Singaporeans making their way to the local community centre for regular lessons on smartphone usage or getting online, while savvier ones conduct video calls with distant loved ones across time zones, with a smile plastered on their faces. 

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What this all means is an increasing willingness amongst clients to explore digital means of qualitatively engaging Singaporean respondents. Though still not the mainstream methodology of choice, we at Kadence International have interacted with consumers in Singapore via online communities on the topic of financial management, understood their preferences when it comes to beer via mobile diaries, and even explored their attitudes and expressions online on the topic of camera usage via social listening.

Online quantitative surveys have always been the norm in Singapore, so it’s good to see an increasing willingness on the part of clients to adopt a similar way to engage and understand local consumers qualitatively. 

From these experiences, we have honed best practices that guide every piece of online work that comes our way. For example, because Singaporeans are generally quite experienced and savvy with tech platforms, we are able to make our task introductions concise, thereby focusing on what we want them to complete or achieve. Also, culturally we may not be as open to casual acquaintances, but the right tonality on the mobile platform will definitely encourage very effusive inputs when it comes to tasks, sometimes even through the form of videos and images! On top of that, working with the right recruiters / fieldwork managers is even more crucial for online fieldwork compared to offline, as they are the crucial link to ensure sustained participation, especially for longitudinal studies (i.e. more than 10 days).

Despite Singapore’s position as a digital leader, over the past 5 years, there have been sporadic episodes of data breaches, even at government agencies, which have affected the daily lives of average Singaporeans. This is on top of the occasional ‘phishing’ instances and increasingly common episodes of white-collar crimes conducted on the digital / mobile platform. 

Though not catastrophic in nature, these instances do reduce overall consumer confidence in digital platforms to a certain degree, while highlighting increasing consciousness amongst consumers about their rights to personal data and digital privacy. This needs to be considered when implementing any form of online research. 

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The impact of this is that we need to think carefully about how we set up a study and what we say to reassure respondents participating in online research. Clarity around what kinds of information will be collected, how it will be used, and giving people the option to opt in and out of some of these, will definitely work towards reducing reluctance to participate, as well as increasing willingness to be even more open towards sharing their thoughts and the data points that we ask of them. It can’t just be a ‘blanket’ set of generic text filled with jargon, because that will not sufficiently explain the importance of them sharing their information, and of us respecting what they have shared. 

As mentioned, offline research is still a popular option in the Singapore and there are a number of reasons for this in spite of the efficiencies that online alternatives can offer. The small size of this ‘red dot’ island nation means that it can be easier and quicker to track hard-to-reach individuals in person rather than online. Offline is often favoured by government-related agencies, because more Singaporeans are choosing to forgo having a landline in their homes, instead relying on a mobile phone number. That means while it used to be possible to achieve representativeness on a neighbour level via the home telephone, going face-to-face is now a more effective method. 

In Singapore we see a matrix of reasons why considering both online and offline research is important. From demographic shifts and technological adoption, to legislation and daily behaviour, we see that the market houses consumers that can be optimally reached through a mix of methodologies. This is the key takeout from my years of experience running both kinds of research across Asia, and underlies my belief that any brand that wants to truly understand Singapore as a market will stand to maximize that understanding if it starts by recognizing the value that combined methodologies can bring.

How to conduct online market research in Asia: The Go-To Guide
Interested in understanding how to approach online research across other Asian countries? Download the guide here

For tens of years, market research in Indonesia has been conducted face-to-face, using pen and paper. Even up until now, face-to-face interviews are still the dominant methodology used for market research in Indonesia. There are many reasons for this – mainly a historical preference for face-to-face and its value in reaching people across the country, beyond the urban areas. However, the need to collect faster responses to inform more rapid decision-making, has brought a new wind of change to the market research industry, especially in the last three years. 

This is where mobile or online surveys have a part to play. Cost efficiency and shorter project turnaround means this online methodology is gaining popularity, particularly as internet connectivity increases across the country. According to a recent study from Google, the number of internet users in Indonesia has reached 175.4 million – a penetration of 64%, up by 17% from the previous year. 96% of these internet users are already using smartphones. These numbers demonstrate that there’s a real potential for mobile or online research in Indonesia. At Kadence, we are at the forefront of this, having built our own proprietary online panel. 

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What this all means is an increasing willingness amongst clients to explore digital means of qualitatively engaging Singaporean respondents. Though still not the mainstream methodology of choice, we at Kadence International have interacted with consumers in Singapore via online communities on the topic of financial management, understood their preferences when it comes to beer via mobile diaries, and even explored their attitudes and expressions online on the topic of camera usage via social listening.

When designing the research, the length of the questionnaire should be as short as possible to encourage completion, particularly as many people will be taking part in the research via smartphones. The type of smartphone used will vary widely – so testing across multiple devices is essential. It’s also important to remember that Indonesia is a country with numerous islands and a broad geographical area. Whilst there is internet penetration in rural areas, not all consumers will have the same internet speed or network connection.

Hence, long videos or too many pictures in your survey is not advisable. Finally, when it comes to language, the survey should be written in Bahasa, with English provided as a secondary option. 

To encourage people to fill out the survey, we think beyond in-app notifications, which some users can turn off. We recommend notifying users via text message or WhatsApp instead of via email. Whilst this is used widely across the country, consumers in rural areas of Indonesia still have limited access to email and even those that do have email, are not regularly checking their inbox. 

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Finally, when it comes to monitoring the quality of the data, we recommend tried and tested techniques such as using algorithms to ensure the answers are from genuine respondents and are not randomly answered and also matching the length of an interview and the time gap of the questions selected. Another quality control metric that’s important to consider in Indonesia is that each respondent has a valid ID number that matches their Kartu Tanda Penduduk (a National ID card that is compulsory for all Indonesian citizens), commonly known as KTP to ensure all respondents meet the intended demographic profile for the research sample. 

Online research in Indonesia might still be in its infancy but it has real potential, particularly as internet penetration in the country is growing rapidly. We are looking forward to being at the forefront of this fast-moving development as we seek to meet the evolving needs of our clients. 

How to conduct online market research in Asia: The Go-To Guide
Interested in understanding how to approach online research across other Asian countries? Download the guide here

In Vietnam, face-to-face is the dominant form of market research. This is surprising given that almost everyone in Vietnam – from those in their teens to those in their forties – owns a smartphone, and this is the case regardless of where they live. Vietnamese consumers spend hours of their time online – on Facebook, YouTube, messaging apps, for online shopping and for online deliveries. What’s more, as in other developing markets across Asia, the network connection in Vietnam is good and Wi-Fi is free at almost every café and restaurant. 

This represents real potential for online research in Vietnam – an area that we’ve tapped into here at Kadence. We are one of the pioneers of online market research in Vietnam. We initiated our online market research service with our own panels and platform in 2015 and now, we have the biggest direct panel in Vietnam – with 500,000 consumers. 

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What this all means is an increasing willingness amongst clients to explore digital means of qualitatively engaging Singaporean respondents. Though still not the mainstream methodology of choice, we at Kadence International have interacted with consumers in Singapore via online communities on the topic of financial management, understood their preferences when it comes to beer via mobile diaries, and even explored their attitudes and expressions online on the topic of camera usage via social listening.

One factor is the cost competitiveness of traditional approaches. Unlike Europe, the US or Japan, the labour cost in Vietnam is very affordable, meaning that online hasn’t offered a substantial enough pricing advantage to drive rapid adoption. Another factor at play in an assumption that online panels can only reach certain audiences. This couldn’t be further from the truth for us at Kadence. By providing dynamic incentives and recruiting respondents using both online and offline methods, we’ve built a panel of over half a million consumers, with wide coverage of age, areas and social incomes. 

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But whilst marketers in Vietnam have tended to be quite conservative when it comes to their approach to market research, we are seeing a wind of change. Marketers are realising the benefits online research has for providing market understanding quickly and efficiently, and that it can be used as a complement to, rather than a replacement of traditional research. COVID-19 has also played a role. Whilst, the impact of the virus in Vietnam has been less disruptive than in other countries, the demand for online market research shot up while offline research was restricted. As a result of this, many marketers have experienced first-hand the benefits online research can bring in terms of speed, cost, quality and flexible real-time analysis of data. 

Consumers are ready. The infrastructure is ready. Now with ever more local marketers starting to embrace online methods, the door is well and truly open for online market research in Vietnam.

How to conduct online market research in Asia: The Go-To Guide
Interested in understanding how to approach online research across other Asian countries? Download the guide here

As part of my job, I work with people across our global boutique. This is fascinating, as from our offices all over the world, our experiences are very diverse. But for the first time, we have found ourselves experiencing the very same thing at the same time, as we all adjust to life under lockdown.

This is a unique moment to understand how people across borders react in the same circumstances. So to explore this further, we bought together 30 of our Kadence colleagues to take part in a mobile community to understand the cultural differences in our experiences.

How culture underpins our reactions to the pandemic - colleagues on video call

What is bringing people together during the lockdown?

The ways that people are expressing a sense of togetherness is very much driven by the national identity and history and culture of the country. Our study earthed some fascinating examples.

In Singapore, the Singapore spirit, encapsulated in the people and nation’s resilience has helped Singaporeans weather the challenges posed by the pandemic. The clean and green Lion City is known for efficiency and a drive for excellence – and this has been demonstrated in the nation’s response, including daily COVID-19 updates via WhatsApp and the introduction of a contact tracing app mobilised by the power of the people. Singapore has also been able to draw on well-stocked reserves and financial support decades in the making, driven by the survival instinct of a once thought of impossible independent nation.

It is also in times like these that the nostalgic longing for the kampong spirit – the sense of togetherness in a harmonious community of bygone days in the Kampong past – is felt evermore. People are writing notes of encouragement at their windows to raise neighbourhood spirits, other are sending baked goods to one another for moral support, hawkers and social groups are actively organising support for their foreign worker partners in need. Sing for Singapore, where people came to their balconies to sing ‘Home’, the unofficial love anthem of Singaporeans, was a very emotional moment for many of our colleagues. Indeed, take a closer look beyond the ‘hardware’ of an advanced, organised, efficient modern city-state, and you will find it is this mix of such hardy values of resilience as well as the ‘heartware’ of Gotong royong – which refers to a community coming together to things in unison – that binds the Singaporeans together during the lockdown.

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In the UK, memories of a bygone era are also contributing to a sense of togetherness. The story of Captain Tom Moore, a World War II veteran, aiming to raise money for the National Health Service, has brought people together. Captain Tom set out to raise £1,000 for the National Health Service by walking 100 laps of his garden before his 100th birthday. He has now raised over £32 million and has become something of a national treasure, receiving over 125, 000 birthday cards from people across the country as he turned 100 and even appearing on a charity single which got to number 1 in the UK charts. The response to Captain Tom’s story reveals a lot about the British public’s reaction to the pandemic. In the early days, many comparisons were made to the Blitz spirit and British grit and determination to come together to defeat the virus. As someone who embodies these things, it’s no surprise Captain Tom’s story has found favour amongst the British public.

In the US, as in other countries there’s also a sense that we’re all in this together and that everyone has their bit to do to flattened the curve. That said, in America, protests against the lockdown have been more notable than in other countries, again driven by history and culture. With freedom such a core value in America, it’s perhaps no surprise that are some who feel a greater sense of umbridge at this being restricted, something that those in more collectivist countries find difficult to understand.

What does working from home look like?

In the UK and the US, many people have invested in home comforts to make working from home easier – with back support, keyboards, even desks all being common purchases. There an expectation that this is the start of a major shift in the way we work, so long-term investments in home working are justified.

In Asia, where multi-generational households are more common, working from home solutions tend to be more temporary, with a greater focus on finding areas that allow for the ability to carve out a personal space for peace and quiet. In Singapore, where there tends to be a clearer distinction between work and home life, working from home has indeed had an impact, leading to a re-evaluation of the work-life balance concept – toeing the line between the responsibility and purpose of work and the desire for family bonding time. Furthermore, working from home has an impact on office culture, and it is creating new ways to connect and learn more about colleagues, as people see others in the context of their home lives.

What are people looking forward to as the lockdown is lifted?

This is an area where attitudinal differences, rather than cultural differences, are clearer to observe. People tend to fall into one of two camps: those actively planning what they’ll do as soon as the restrictions allow, and those that are more cautious, worried about the implications of being around lots of people. As you’d expect, family and friends come top of the list, and there’s a renewed focus on experiences with the ones you love.

What do people think about the marketing they’ve seen from brands during this period?

Again, there are more similarities across countries than differences. Regardless of where they live consumers are quick to see beyond glossy campaigns and empty words and are instead looking at the whole picture – with a particular focus on how companies are treating their staff and contributing to the cause. People are also seeing a different side to brands in this period, as companies have had to show us behind the curtain to remain relevant in a period people can’t experience their product in situ.

This is an area that we’ll be exploring further in our Brand Exposed study, a piece of research that is designed help companies prepare for the ‘now normal’ as consumers emerge from the lockdown with new expectations of brands and a different lens on marketing. Visit the microsite to find out more about the study and sign up for the latest insights.

This week marks a change in the focus for many news outlets and governments. From protection to productivity – as leaders grapple with the challenge of getting economies moving again. There is more confidence in some countries’ approach and communication (New Zealand) than in others (UK, US – looking at you!). However, in all situations, there is an agreement that the world we are returning to is not the same as we left.

The workplace is no different. The Straits Times last week carried a story from Singapore’s Minister for Trade and Industry about how ‘working from home will continue to be the norm for the majority even after restrictions are lifted. Forbes has taken this further and stated that “The Covid-19 coronavirus is becoming the accelerator for one of the greatest workplace transformations of our lifetime. How we work, exercise, shop, learn, communicate, and of course, where we work, will be changed forever!”

However, for those of us that have been able to continue our working life from the safety of our home, will the adjustment back to the office be harder than the adjustment to work at home? US Tech website BuiltIn quote a CEO who states that it takes “6 to 12 weeks for a smooth transition from on-site to remote working”. For many, this timeframe has already been met. People are working at home, people are productive, and…are people are starting to realise the benefits: lack of travel, more flexible hours, ability to help with childcare … With many positives to working from home, what does this mean for the future of work?

Certainly, in the short term, offices will be sparse locations. Governments are still advising those who can work from home to work from home. If you do return, social distancing measures will have to be evident. Here in Singapore – if you are do not implement safe management of your workplace, the government can fine you or even shut down operations for errant employers. The Economist offers up an opinion piece on how that distancing may look. A 2m gap between desks could reduce the capacity of workspaces to 30-35% of the pre-Covid lockdown. The piece also details a high-tech solution before the lockdown in UAE, with contactless pathways from door to desk, relying on motion sensors and facial coding to open doors. Having a reduced workforce onsite, or investing in tech are expensive options for most firms – but what about the office itself. What role will it play?

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At Kadence, we have managed to retain productivity. Completing projects to time, and collaborating using video calls, Slack, online whiteboards, and Google Docs. What we really miss is the unintended interaction with others. Overhearing conversations and adding some extra insights, hearing the chatter of voices and the energy in the room. At Kadence, we also have some onsite resources that are hard to replicate offsite. Focus group viewing facilities, a call center, and workshop facilities will all be utilized in the future. However, the floor space may change. We might be more open to a higher proportion of staff working from offsite at any one time. Rather than whole team meetings and designated desks, perhaps our floor space will have more meeting areas. So that project teams can come together in an environment to bounce off each other, then return home to execute the required tasks. Vice talk of new rituals being formed to bring meaning to home working and The Atlantic talk about dress codes changing in life after COVID.

However, perhaps the most important change will be in HR, not in the physical use of space. If people are going to work from offsite more often, how does team bonding work? How will you help teams to prioritize their workloads? How will you manage line reports? These skills will require even more attuned social skills and people managers.

I would foresee offices being more flexible environments. Bringing people together when it matters, but keeping people apart for safety….and for their own personal preference. As a result, team dynamics will change. Managers will need to juggle a wider array of pastoral matters. The corporate cultures that thrive will be flatter, more candid, and more collaborative.

Perhaps the new normal is still being discovered, but the ‘now normal’ is all about flexibility and creativity.

According the Bellwether report, market research has taken the biggest hit of all marketing disciplines, as companies look to cut budgets in the face of COVID-19. But arguably market research is precisely the area in which companies need to be investing right now, as they grapple with a radically different business landscape and changing consumer needs and expectations. But against a backdrop of shrinking budgets, how should you approach market research to deliver maximum value in this period?

It comes down to the impact COVID-19 has had on your business. We tend to see that companies are experiencing one of two sales curves, and this will influence where to focus your market research spend.   

1.        Companies with a sales curve shaped like a ʌ

These are the companies that have experienced rapid growth as a result of COVID-19. As needs have rapidly changed, these companies have been the beneficiaries – think streaming providers, recipe box providers, digital platforms for health or education. For these companies, COVID-19 has brought about shifts in behaviour which had been thought to take years, and as a result, sales have soared. Disney Plus, for instance, now has 50 million subscribers, in touching distance of its 2024 target, after just 5 months. But there’s a risk that as measures to contain the spread of COVID-19 are relaxed, sales and subscriptions  will decline.

Where to focus your research budget:

Your core focus will naturally be on maintaining the levels of sales you’ve seen in this period and avoiding a big drop off as we adapt to a new normal. To achieve this, invest your spend in customer satisfaction research to understand where your product or service is really resonating and what role your business can play in the ‘new normal’. This will help guide your marketing messaging to appeal to both new and current customers. Customer satisfaction research can also be a useful input for product development. By understanding where your product or service falls short, you’ll be able to make the changes needed retain customers when you go from being a necessity to a nice to have.

2.       A sales curve like a V

There are the companies that have had to cease operations as a result of lockdown measures and have seen a steep downturn in sales. As they’re able to begin operating again, they expect and hope to see business gradually return to pre-crisis levels. Restaurants, clothing brands, entertainment businesses all fall into this category. There’s a temptation to assume that for these companies, it’s simply a case of returning to normal but this vastly underestimates the radical shifts we’re seeing not just in consumer behaviour but in expectations of brands.

Where to focus your research budget:

There are a number of types of research to consider when you’re planning your research spend. The first is customer and market understanding research. In the past two months, consumers have been forced move purchases online, to adopt new habits and hobbies and to try new brands. But which of these changes are here to stay? And what does this mean for the path to purchase? Understanding this will be critical as you look to develop an effective post-pandemic strategy.

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Brand and advertising research is also of crucial importance for companies experiencing this sales curve. As some brands step up their game, pivoting their product lines from alcohol to hand sanitiser, luxury fashion labels to scrubs, views of companies are changing. And expectations of marketing are too. We’ve seen magazine covers shot on smartphones, chat shows hosted from people’s living rooms and celebrities coming under fire, as they tell us that we’re all in this together from the comfort of their mansions. All of this will have a huge impact on the type of marketing that will resonate with consumers. We expect to see style taking a back seat to substance and authenticity coming to the fore. Those that plough on with pre-COVID campaigns risk appearing tone-deaf to this change so ad testing will be vital in helping brands to get it right.

Far from being an area to cut back on, market research is an essential investment, crucial for helping brands to navigate a new normal, and enabling them to establish a position of strength.

To find out how we can support you with any of the areas mentioned in this blog post, please get in touch with your local Kadence office.

A few weeks ago, something extraordinary happened.

We ran out of eggs.

There were, quite literally, no eggs to be found anywhere in our little corner of South West London.

I was devastated.

It wasn’t until I couldn’t get my hands on any that I really appreciated how fundamental eggs were to my daily diet. And it got me thinking about how (please forgive me) ‘eggs-traordinary’ this current time is, for a number of reasons.

I wouldn’t be able to tell you how many times I’ve asked a focus group, depth interviewee or online community what they’d do if a certain product or service that we are investigating suddenly disappeared. Deprivation questions are tried and tested qual tools. But they rely on respondents hypothesising about how they might react in a scenario in which everyday products aren’t available.

The truth is, we’re now living in that scenario.

We’ve had many clients asking us whether they should be doing research now. But this is why, as strange as it may sound, now is the perfect time to conduct research.

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Consumers are now keenly aware of the products and brands they value in their lives – be that eggs, loo roll, or self-raising flour. They are more able than ever before to tell us why they are so important to them – because they have had to live through the realities of living without.

And there’s another, even more important dimension at play here too. Not only are we feeling the lack of products and brands more keenly – our expectations of the roles that brands play not just in our lives, but in society as a whole have dramatically shifted. As beer brands and fashion houses alike pivot towards producing hand sanitiser for health services, we’re seeing a shift towards an expectation that brands will pitch in to play their part in overcoming the pandemic.

For brands to survive in the post-pandemic world, they don’t just need to tap into an understanding of how and why their products matter to consumers, they need to understand how expectations are changing, and how that might affect their brand strategy in the future.