We are thrilled to have been recognised as Market Research Supplier of the Year (<$10m) at the Quirk’s Marketing Research and Insight Excellence Awards in the US. Kadence was also awarded the Outstanding Young Researcher (supplier) trophy, in recognition of the achievements of our very own Carolina Starkhammar.
The Marketing Research and Insight Excellence Awards recognise the individuals and companies adding value and impact in the industry and are powered by Quirk’s, the leading market research publication in the US.
“We are thrilled to be named Market Research Supplier of the Year at the Marketing Research and Insight Excellence Awards in the US, one of the key markets for Kadence globally” said Miki Igarashi, Group CEO of Cross Marketing Group, Kadence International’s parent company. “It’s our mission to raise the impact of research – and this award is testament to the fact that this is being recognised within the industry.”
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The award win in the US means that Kadence has now been recognised as market research supplier of the year by awarding bodies in two of the three regions it operates in. In May, Kadence was named Market Research Agency of the Year at Marketing Magazine’s Agency of the Year Awards in Singapore. We are also a finalist for Global Agency of the Year at the Market Research Society Awards, the leading industry awards in the UK. Winners will be announced at a ceremony in London on 2nd December so we’ll be keeping our fingers tightly crossed!
We have all fallen into the trap at some point in our lives. It could be at an important client meeting, an internal discussion, or even a family gathering. We speak for a while, throwing in some fancy or elaborate words or dropping in some acronyms or jargon so that we can confirm to our audience that we are speaking with authority. Then, the dreaded question. “I’m sorry, I don’t understand, what does that mean?”
Within any professional service, there is a tendency to think that the ‘methods & language’ that we use, and our internal jargon is of vital importance. I fear that market researchers might be some of the worst culprits. In my years, I have seen so much emphasis put on the ‘look how smart we are’ that people lose sight of what we should be discussing (thankfully this is not the case at Kadence).
As a father of a 2-year-old daughter, I have started to have to communicate in a completely different way, often in response to the phrase, “No, I don’t want to”. Slowly breaking down what I am saying and using simple language has become the norm. I have recently read a book that really brought this to life for me. Yanis Varoufakis, former finance minister of Greece and renowned Economist has written a book called ‘Talking to my daughter, a brief history of capitalism’ that takes this example further. In his book Varoufakis using simple language and analogies to explain to his teenage daughter the history (and implications) of the global economy. It is a very accessible, enjoyable read, and makes complex geopolitical arguments easily accessible.
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What we come to recognize, is that it takes a greater confidence to be able to speak without the use of jargon. If you can get your point across in the most basic terms, in an engaging and clear way – your audience will recognize you for what you are. A storyteller. If you hide behind jargon, then you will quickly be found out as someone that cannot get their story across.
At Kadence, we work with many nationalities. We are a multicultural office in Singapore, and we work on multi-market studies for many multi-national companies. As such, we have to recognize the best way to get our points across. Whenever I speak to an audience, I try to keep the following tips in mind.
4 top tips for communicating information clearly and simply
Understand your audience. Who are you speaking to? Are they researchers or are they clients with a limited understanding of research terms?
Relatable Examples. Perhaps the most powerful tip of all: equating a complicated situation to a more simple process or example (ideally one that is universal and not dependent on cultural nuance)
Pay attention to how you are received. Are people nodding along, or staring blankly? Asking questions as you go is a great way to gain understanding about what is being taken in
Practice with people outside the industry. The fail-safe. Check with a friend or loved one to see whether they can understand what you are trying to say!
As you put the Halloween decorations away for another year, are you one of the many people thinking twice about that age old tradition of carving a pumpkin?
#pumpkinrescue is trending on social media as organisations and consumers alike raise awareness of unnecessary food waste that the Halloween tradition creates. According to Hubbub, in the U.K., 18,000 tonnes of pumpkin go to landfill every year (that is the equivalent of 360 million portions of pumpkin pie) and many people have had enough, using the hashtag to encourage consumers to eat the remains of their pumpkin instead.
Concerns around food waste are no fad. Our latest research, The Concerned Consumer, found that food waste is a key issue globally, with 63% of consumers telling us they do their bit to address food waste. This is particularly important for consumers in the UK and the US, where the figure rises to 71%.
Keen to explore this topic in more detail, we’ve been digging into the conversations around food waste on Twitter, using a comparative analytics tool called Relative Insight.
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So aside from discussions around #pumpkinrescue, how is food waste being discussed online?
Freezing food is a key topic of conversation. It is seen as a sustainable way to keep food fresh for longer, minimising food waste overall. And while thinking about pumpkins (which is a fruit by the way – yes, we googled it), we found that consumers are generally confused about whether they can or can’t freeze certain vegetables and fruit.
Another popular topic around food waste is finding a purpose for food scraps. Consumers are calling for more recipe suggestions incorporating vegetable scraps, or ways of composting it. Take a pumpkin as an example; the flesh can be used in pies and bread, the guts can be used for broth and mulled wine, the skin is edible in small varieties, and the seeds can be roasted.
The role of leadership is not what you think. The likelihood is, the more you think of yourself as an expert in leadership – the less likely you are to be a ‘great leader’. If, when you try and picture a great leader you see Steve Jobs, Jack Ma, Nelson Mandela or Elon Musk. You are probably even further away. Let me explain.
The Rugby World cup is currently on in Japan. A feast of games that has already thrown up an unlikely result such as Japan beating Ireland. The Premier League is also in full swing and it brings an interesting contrast to what a ‘Captain’ looks like for each. I have been lucky enough to captain both a rugby team and a football team (in my younger, fitter days). And the difference is huge. In rugby, you must choose a strategy. When given a penalty, you pick from 1 of 4 potential restarts. It is the captain’s choice and the right decisions at the right time can hugely influence the result. For football, as a recent article talking about the potential for Maguire to be a future captain of Manchester United said, you just have to shout loudly.
So is Elon Musk or Steve Jobs more of a rugby or football captain? Probably neither. They are perhaps more of a Tiger Woods (let’s keep the sporting analogies going!). Tiger Woods has a caddy who helps him immensely. But he has to have his own strategy, play his own way. And he has to execute every shot. That is Elon Musk. He knows more about his products than anybody else. Steve Jobs knew exactly what he wanted to do with his products.
So a leader has to be an expert, know the strategy or shout loudly? According to a new book from HBR – a leader is simply someone who has a follower. This is perhaps a better reference for the workplace – rather than sporting analogies. I am sure there are many people that we have all worked with over the years that have been put into a position of ‘leadership’ that makes you question … why? The problem, in a larger organisation, is that people are mandated to follow. They HAVE to do what their boss says. They don’t follow willingly. They are forced. But that person is still a leader, because they have a ‘follower’.
There are so many books, publications, articles and how tos about leadership, that it is almost impossible to navigate the viewpoints with a clear understanding of what makes a great leader (and I do realise the irony of writing this within a blog about the role of leadership).
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How do you identify a leader?
Within an organisational context, how do you find the ‘next great leader’? If the ‘bosses’ are not great and their ‘followers’ only do as the boss decides – how do you identify the next best? For me, that is the opportunity for the organisation. If the company culture and initiatives can be geared up to provide everyone with an equal opportunity – then does the cream naturally rise to the top?
In the past, Kadence has worked with ICLIF – a not for profit that specializes in leadership development. Part of a piece of work that we did was a 28 market study on leadership. It was part of the context for a book written about open source leadership. Within this book it was argued that because of a 24/7 world of connectivity, true leadership can not be done in the same way as before. That at the end of the day ‘leadership is more than an art than a science’ . As such, books on ‘how to lead’ simply don’t work.
One of the key areas of the book raised the question about how to find leaders within your organisation. The suggest was ‘Throw out challenges to the entire employee base and see who comes forward to showcase their talent and energy. Those who raise their hands year after year to solve company problems or exploit revenue opportunities are your natural leaders for tomorrow.’
This is great leadership. Having an organisation that allows those with passion and desire to showcase it off. It is not about forcing Harry Maguire to shout, it is about giving a voice to those that want to. So instead of thinking about individuals that are great leaders, perhaps we should be thinking about cultures that allow innovation to thrive? That the role of leadership is not to lead, but to set up a system that allows people to work on their best ideas.
At Kadence, one of the key traits that we look to develop in all of our team members, is the ability to think creatively. The term ‘creativity’ is often misunderstood. It can be seen by some as a trait that only ‘artistic’ people possess – and not something to improve over time. Whilst it is true that some people perhaps have a more natural leaning towards creative outputs (and why we employ dedicated designers to help with the visual appeal of our output) at its root, thinking creatively is of vital importance for the growth of a business.
If you have not read Ed Catmull’s book ‘Creativity Inc’ – Overcoming the Unseen Forces That Stand in the Way of True Inspiration – I would highly recommend it. Firstly, it is a fascinating story about how a person who dreamed of becoming an animator, but could not draw, ends up as the President of Walt Disney Studios and Pixar! However, more importantly is that Catmull brings forward usable, relatable stories of how they could foster an environment of creative thinking. “For me, creativity includes problem-solving. That’s the broad definition of it”.
Thinking outside the box
Whilst it may be easy to associate creativity with a movie studio – much of the lessons learned are hugely practical for any business (or team within a business) that are tasked to ‘think outside the box’ to solve a problem. For me, the largest problem with the term ‘thinking outside the box’ is that it is a cliché, with no clear meaning or benefit derived from doing so. Sometimes, thinking ‘within the box’ is effective. By the purest definition, it was ‘thinking inside’ that you got you to where you are today. ‘The box’ is often a negative, the norm, staying with what you know, how a company operates, and there is often nothing wrong with optimizing this as a starting point.
However, there does come a time where you need to look for new ideas and inspiration. You could Google ‘how to think outside the box’ but there are many, many results that come up – and whilst some claim to give you advice (Forbes for example) it is not as easy as that to implement.
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Using research as a tool to think creatively
This is where research companies can play a pivotal role … not just by collecting data, but by helping you think about a problem differently – creatively!
At Kadence, we look to help companies make sure that they are focused on the impact that research can have – and we work creatively to be able to do that. Our starting point is always making sure that we are thinking about the business goal. A great example of this (and an interesting read regardless) is in HBR’s article on ‘Are you Solving the Right Problems’. The author describes framing a problem, an elevator being too slow in an office building – with disgruntled tenants – with the list of potential solutions geared up around making it faster (new lift shaft, upgrade motors, change algorithms etc). However, the problem is really that ‘the wait for the elevator is annoying’. This then presents a much different list of potential solutions (provide entertainment, TV screens, mirrors to check appearance, etc) – all of which are much cheaper than construction of new lift shaft!
This correct framing of the problem brings us back to creativity as a tool. If we are tasked with thinking ‘creatively’ about a problem, how do we do so. Particularly if we have been ‘in the box’ for a long time. The rest of the HBR article continues with suggested ways of re-framing the problem, but at Kadence – we go searching outside the box!
Harnessing ‘spheres to influence ‘ to find new solutions
We use a term called ‘spheres of influence’ to assess what are the associated, but distinct industries, or experts that might be able to give an opinion on the problem or potential solution. We draw this up with our clients, then we go looking for our creative solutions. For example, when working with an airline, whose goal it is to create the best in-flight experience possible we would create a map of the ‘spheres’
By looking at the spheres of influence on a brand, and by speaking to people who have a viewpoint on this (e.g. for an airline, understanding views on what makes best in class bedding or a best in class luxury car seat etc) we can reframe the problems creatively and therefore focus our proposed solutions on something that is likely to be more relevant.
Increasing creativity in your organisation
As a first step, you could always look to assess how creative you, or your teams are. There is a test called the Torrence Test of Creative Thinking (which we recently carried out on our team in Kadence) that allows you to assess how creative individuals are. If you do find that you or your team score low on this, don’t fret. Either give Ed Catmull’s book a read….or simply get in touch with Kadence*
We’ve all been there. That moment of frustration when you visit a store or restaurant or hotel and are so entirely and completely underwhelmed by the experience. Perhaps it was the inattentive or poorly trained staff. Or the unclear and confusing information. Or the restricting opening hours. But what makes the whole thing worse is that this is not what you were promised – the ads; marketing and branding all suggest a very different experience. As an extreme example, the hot water that United got into for forcibly removing a passenger is a complete mismatch of its brand promise of: “connecting people. Uniting the world.”
On the flip side, there are golden moments when the unexpectedly wonderful happens. The barista remembers your name and favourite order; you’re given a hotel room upgrade; the restaurant goes out of their way to accommodate your food allergy.
The reason for both of these reactions is because of the unexpected. The experience you were primed for by the brand promise is different. Causing an emotional reaction as we deal with that.
Experiences have become perhaps the most important aspect of shaping the brand. Not only can experiences be documented and shared more easily than ever with camera phones and social media; but an experience is more visceral and powerful than any marketing and will live on much longer in the memory.
However, a recent survey by the Chartered Institute of Marketing suggests that only 53% of marketers claim successful alignment between brand promise and experience; just 37% believe their employees understand how to deliver this brand promise; and a measly 17% feel they enable their employees to suggest way to improve brand experience.
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Part of the reason for this is that it’s hard to measure the brand experience. Brand health studies measure the brand promise not experience; Satisfaction studies test the brand’s SOPs rather than the consumers’ experience; and mystery shopping relies on a small sampling of outsiders’ opinions. Relying on these studies alone is not enough for the CXO to draw any kind of conclusions about how their customers are experiencing the brand. Also, is it even relevant?
After all, while ‘satisfaction scores’ and ‘likelihood to promote’ a brand can be assumed to imply that the customer ‘likes’ the brand, that inference does not necessarily show the CXO what is the nature of the experience, and what specifically about it created the ‘emotional hook’ strong enough for the customer to want to ‘promote’ the brand to other users or have been satisfied. In short, it will likely leave more questions than answers, rather than illuminating actionable next steps for improving the process.
Rather, you need a measurement tool that tells you what customers of your brand (as well as your competitor, and even category) value when it comes to experience. Something that complements current studies you already have; but offers deeper insights that can help you create a strategic plan of action. A piece of research that sheds light on not just the ‘what’, but the ‘why’ of your customers’ emotional connection (or disconnection) with your brand based on their experience.
In short, Kadence’s Emotional Connection Matrix (ECM) is what you need. We have completed a study amongst Singapore consumers across categories on how individual brands scored in terms of emotionally-connecting with them, how these brands compare to others, which product category has the highest tendency to provoke positive emotional connections based solely on brand experiences, and what kinds of actions actually lead to said positive emotional connections. Drop by the CX Conference 2019 at Four Seasons Hotel on 26th July to satisfy your curiosity, as we talk more about the Emotional Connection Matrix.
From churn rate to net promoter source, there are numerous metrics for understanding customer satisfaction. But if you want to go beyond satisfaction and create an experience that truly delights customers, should you be measuring something different?
Our latest research sought to understand the factors which create customer delight across 11 markets which match Kadence International’s global footprint: the UK, US, Singapore, Vietnam, Thailand, the Philippines, Japan, Indonesia, India and China and Hong Kong. Is there a universal view on what creates customer delight or does this differ market by market?
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We found that customers across the world have the same priorities. What matters most, regardless of market, is going the extra mile by delivering service that goes beyond expected roles and responsibilities. Whilst there was some regional variance in the importance of secondary factors, going the extra mile was by far and away the most important element, with 52% seeing this as the best way of creating delight.
So if there’s a universal consensus on what creates customer delight, is it time for brands to start thinking about a new metric? Particularly those organisations that need to compare performance across a global audience? To talk to us about a customer experience challenge, please get in touch.
We are thrilled to have been recognised as the best market research agency in Singapore at Marketing’s annual Agency of the Year Awards.
Kadence International triumphantly brought home gold for Market Research Agency of The Year, after winning bronze in the category for two consecutive years.
The Agency of Year awards seek to recognise the industry’s top talent in Singapore, with entries being judged by a panel of 37 client-side marketers. The panel described Kadence’s strategy as “very relevant and on point”.
Commenting on the accolade, Phil Steggals, MD of Kadence Singapore said “This award is an acknowledgement that smart thinking and trusting clients leads to impact in organisations, as opposed to off-the-shelf products. We set out to raise the impact of research in the region – by making a real difference to our clients’ businesses – and this is fantastic recognition that this ethos is really resonating.”
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Death by PowerPoint is still a killer. The solution? Invest in design
Design is the silver bullet for research. Make your findings interesting, simple and easy to understand and the world will take notice. If it intuitively makes sense your findings will spread like wildfire. If not, it’ll die on the screen.
Recently there’s been a hive of innovation in research: online; mobile; social… the list goes on. But this list is all just different methods of collecting information. What has been more resistant to change is how we present that information.
If research wants to have more impact with decision makers, we need to be more palatable for them. This means translating the findings into something they can intuitively understand. The problem is it is easiest to present people with the same representations used by the research: graphs and numbers. This is not the way it ought to be. We need to present decision makers with information in the format most appropriate to their needs and to the decisions they need to make. What is wrong with a lot of presentations today is their design, which requires people to behave in research-centred ways, picking apart data and numbers, ways for which many people are not well suited. What we find, then, is that the form of representation makes a dramatic difference in the ease of understanding the research.
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There are two tasks for any audience – finding the relevant information and deciding upon the desired action. The design of the research presentation can either help or hinder this process. We believe we must work harder to make sure the design of the presentation does not get in the way; as if designed inappropriately we are at risk of losing the audience and not giving them the opportunity to find the information and make the most appropriate business decisions.
To combat this, we will argue there are three major changes researchers need to undertake:
Get better at PowerPointToo often the presentation is a data dump of raw findings from the methodology. Little thought goes into how a novice should understand it. Teams need to be taught design theory and trained in how to maximise the potential of PowerPoint. For example, learning about Gestalt psychology will help researchers know how to space, design and layout results.
Go beyond PowerPointWe need to loosen our grip on PowerPoint and embrace other forms of information delivery. A lot of times a deck of slides isn’t the most appropriate format. Why not put together a video debrief of your findings that brings the information to life? Why not create a bookmark with the top 5 takeaways for your stakeholders? Why not mock up an example advert that best reflects what consumers would most respond to?
Hire a designerWe believe having an in-house designer is now as essential as having an in-house data analyst. Not only do designers bring a skill set and design experience that they can leverage, they also are unshackled by years of research training and so bring fresh eyes and perspectives to research, making the output they create at once more relatable and accessible for any audience.
We believe that taking on even just one of these changes will greatly enhance the impact and relevance of research to senior decision makers
Nowadays people have very hectic and busy lifestyles – trying to balance work, home and a social life is increasingly challenging. However, companies are becoming more attuned to this and starting to adapt their products to suit.
Lack of time is typically the main reason for lack of participation in sport or gym attendance. However, it remains hugely popular, with the number of people taking part every week reaching around 16 million and the number of fitness centre members in the UK being the highest ever.
Maybe this is because gyms are increasing the number of classes or reducing their length to be more flexible. For example, some gyms are now promoting 30 minute classes, which are easier to squeeze into your lunch break. Some offices even have gyms that you can pop to whenever in the working day to help cater for busy lifestyles. Also having exercise studios entirely dedicated to one activity (such as yoga) means there are more classes for people to choose from.
Participation in high-intensity exercise classes and activities, like spin and boxercise, continue to attract large numbers of people, potentially rivalling more traditional sports such as football, netball and hockey. Outdoor activities such as bootcamp and Parkrun are also increasing in popularity which are seen as a highly sociable way to exercise. Maybe this is people’s way of ticking both the ‘exercise’ and ‘socialise’ boxes on their to-do lists?
More established activities like yoga and pilates are still gaining in popularity as well. These classes are expected to provide both physical and mental benefits – such as increased muscle strength and tone, improved athletic performance, stress relief and encouraging relaxation. People can therefore achieve a healthier lifestyle in a more compact way, which saves time relative to completing several separate activities to achieve the same benefits.
As well as exercise companies, nutrition companies are also adapting to people’s hectic lifestyles. Nutrition is becoming more of a focus and healthy eating is a main element of having a healthy lifestyle. We have therefore seen the rise in trends such as The Body Coach, Joe Wicks, who promises that you’ll be able to lose weight, despite eating more food and spending less time at the gym. He also has a 15 minute meals cookbook that caters for those lacking time in the evenings and suggests quick exercises you can do in the comfort of your own home.
Adapting to hectic lifestyles has also paved the way for food companies such as HelloFresh or Gousto. Their USP is that they deliver fresh ingredients and healthy recipes straight to your doorstep. This means you can get back from a busy day at work and have your dinner all bought and planned out for you – all you have to do is follow the recipe. The next step on from this is Deliveroo that actually delivers healthy food options straight to the doorstep of either your home or office ready for consumption! So now when you get home from work late and cooking is the last thing on your mind, instead of the traditional Chinese or Indian takeaways you can now get Pho or Sushi delivered to your door!
So having a healthy lifestyle doesn’t appear to be a fad or a trend, it’s the way things are nowadays. We have already seen intersections between health and exercise but this also begs the question – where will this go? What’s next for healthy lifestyles?
Maybe exercise and retail companies will start partnering up. For example, introducing grocery stores at the gym to save having to do a food shop later that evening. Or they could pair up in a totally different way. It may be counter-intuitive but BeerYoga is something that I stumbled upon recently where attendees can drink beer whilst doing yoga. Now this ticks all the boxes – social, mental and physical. Will that mean that WinePilates or SushiSpin emerge as trends as well? It’s fair to say some of these may seem slightly odd now but many fads do before they become accepted into society.
We’ve been working with Kadence on a couple of strategic projects, which influenced our product roadmap roll-out within the region. Their work has been exceptional in providing me the insights that I need.
Senior Marketing Executive Arla Foods
Kadence’s reports give us the insight, conclusion and recommended execution needed to give us a different perspective, which provided us with an opportunity to relook at our go to market strategy in a different direction which we are now reaping the benefits from.
Sales & Marketing Bridgestone
Kadence helped us not only conduct a thorough and insightful piece of research, its interpretation of the data provided many useful and unexpected good-news stories that we were able to use in our communications and interactions with government bodies.
General Manager PR -Internal Communications & Government Affairs Mitsubishi
Kadence team is more like a partner to us. We have run a number of projects together and … the pro-activeness, out of the box thinking and delivering in spite of tight deadlines are some of the key reasons we always reach out to them.
Vital Strategies
Kadence were an excellent partner on this project; they took time to really understand our business challenges, and developed a research approach that would tackle the exam question from all directions. The impact of the work is still being felt now, several years later.
Customer Intelligence Director Wall Street Journal
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Senior Marketing Executive
Sales & Marketing
General Manager PR -Internal Communications & Government Affairs
Vital Strategies
Customer Intelligence Director