Fear is a negative emotional response to the presence of danger or threat. Speculative fear is a negative emotional response to the anticipation of danger or threat, which may or may not occur. Humans are hardwired to look for things to fear, forming a necessary part of our survival instinct from birth. 

The human response to danger or threat is flight, fight, or in extreme cases, immobility. However, people respond in several ways when trouble or threat is perceived only as a looming risk. Avoidance, hunkering down, freezing in place, and acting impulsively are responses to prolonged anxiousness caused by pending fearful situations.

While fear is ingrained in our nervous system, it can also be taught. Technology has dramatically changed the way people get information. Social media has become the primary source of news online, with more than 64 percent of internet users receiving breaking news from social media instead of traditional media.

These statistics may be a sign of modern times. Still, the challenge with most people getting their news on social media sites is concerning when coupled with the fact most people do not read past the headline, and the vast majority of headlines are negative. 

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Negative media coverage reports show that negative words such as “bad,” “worst,” and “never” are 30 percent more effective at catching people’s attention than positive words. Research studies also revealed that negative words improved the average click-through rate. Headlines with negative bias showed a 63 percent higher result when compared to positive ones. Most (59 percent) of all news article links shared on social networks aren’t clicked on, implying that most article shares are not read in their entirety. 

So, you’d be right if you think we live in an increasingly hostile world, and most news is bad news. We are increasingly exposed to negativity and fearful news, affecting our collective anxieties and behaviors.

Panic buying

When the Spanish flu arrived in Britain immediately after the First World War, people panicked and rushed to purchase quinine and other medications, leading to national shortages.

Since then, panic buying and hoarding have been observed during many crises. Panic buying is much more common in developed or industrialized countries where people expect they will always be able to access food and other essential items easily. 

During the COVID-19 pandemic, psychologists observed that panic buying was associated with individuals with higher incomes, the presence of children in households, depression and death anxiety, and mistrust of others or paranoia.

Panic buying results from the perceived threat of the event and the perceived scarcity, fear of the unknown, and as a coping mechanism.

Retail therapy

Retail therapy is shopping primarily to improve the buyer’s mood or disposition. It is often a short-lived habit in people with depression or stress. 

Research has shown that shopping can help reinforce a sense of personal control and ease feelings of sadness.

In 2014 the Journal of Consumer Psychology found that retail therapy makes people happier immediately and can also fight lingering sadness. According to the study, the choices and outcomes inherent in the act of shopping can restore a feeling of personal control and autonomy. 

Another study by the University of Michigan showed that purchasing things you enjoy can be up to 40 times more effective at giving you a sense of control than not shopping. In this study, those who actually purchased items were also three times less sad compared to those who only browsed.

How brands can respond to environments of high fear and low trust

Listen to your customers. 

During times of financial stress, such as high inflation or recession, seek as much information as possible about your audience. 

Take a deep dive with multiple data streams to build a clear picture of behavior and sentiment. It will likely be vastly different than it was a few months ago and will continue to change. Don’t leave questions out of your research about fear and perceived risk with your customers.

Words matter.

The world is changing faster than ever, with your buyers’ attention and priorities shifting quickly in response to stressful events. 

For brand marketers and product managers, understand that language that sounded good last month can mean something entirely different today.

Take action. 

With insights from your research, determine what your brand should do to address your customers’ wants, needs, and fears. Your target audience has expectations from brands during uncertain times. Discover what they are, and see if you can deliver while remaining authentic to your brand promise. 

Communicate authentically. 

Be bold and authentic when storytelling and communicate practical information to help reassure and educate your customers. Give your customers an added feeling of security and stability by providing in-depth information. Choose to be a voice of comfort, instilling confidence in your consumers and alleviating fears with the right message. 

Fear and anxiety aren’t going away anytime soon. Financial fear and stress can adversely affect buying behaviors, so it is essential to acknowledge these emotions and develop strategies to address them head-on. What was true of your target audience a few short months ago may not be true today. It all starts with an in-depth understanding of the perceived risks and barriers to purchase when it comes to your product or service. Great research is the first step for brands to develop compelling and compassionate messaging that helps customers feel empowered, confident, and comfortable with their purchase decisions during times of financial stress.

Kadence International helps leading brands make game-changing decisions. If you are looking for a research partner to help better understand your customers, we would love to help. Simply fill out our Request for a Proposal here.

At Kadence International, market researchers are at the heart of our team. In this series, we honor some of our colleagues, asking them about their experience working within the market research industry and what the future holds for the industry.

Name: Arpan Jhingran

Position: Project Manager

Kadence Office: New Delhi, India

I joined the Kadence India office in February, 2010.

What does a typical day or week look like for you in your current role? Or what are your primary responsibilities/duties?*

Client Servicing is a significant part of what I do for the project life cycle, starting from sharing the cost to the invoice raising and updating the client and senior management on a timely basis. Our responsibilities include solving the field operations query by speaking to the client and finding the best solution.

Tell us a little about your career so far. What was your first job or role? How did you get started with market research? What other roles (in market research) have you had?*

I had worked with ACC Concrete as a management trainee at their Mumbai location, then moved to Delhi. Kadence is my first company in the Market Research industry. I joined as Operations Executive and was promoted to Senior Field Executive. I have been a project manager for the past five years.

Did you always know that you were destined for a career in market research? Why? If not, what did you actually think your career would be, or what did you say you wanted to do “when you grew up” as a child?*

During my MBA, I was fascinated with the Market Research industry because of its involvement in every possible sector. I was also intrigued by the prospect of using different methodologies for deriving results and presenting those as findings and insights to brands.

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What is your favorite quote or the motto you live by?*

Live and let live

What is the best thing about the culture at Kadence?*

I love the open culture at Kadence, which allows you to work freely and use your experience to guide you in the right direction.

What essential skills are required to excel as a Market Researcher?*

Excellent and clear communication is paramount to building trust with the client.

What is unique about the market research field / and or consumers in your country/ region?*

There is much enthusiasm for trying new products or giving their opinions on topics we need data and insights on. 

What is it about the field of market research you wish everyone knew?*

Much hard work goes behind every outcome to improve any product or idea.

What piece of advice would you give someone looking to start a career in market research?*

Clear communication is the key in any service industry to building confidence, and I would like to advise anyone inclined to join market research to hone their communication skills. 

How have you seen consumer behavior change in the past 2 – 3 years as a result of the pandemic? If so, what are your main observations?*

The expenditure pattern has changed drastically. People are ready to spend on what they want rather than save for the future. 

For one of our projects in the healthcare field, we had to visit government hospitals and understand the conditions and processes by speaking to doctors, medical staff, and patients. Also, we had to talk to doctors without medical degrees and use medication based on their experience. That was great learning of my career.

If you could time travel into the future ten years, how would market research evolve?*

I see market research moving online compared to the current scenario of being an offline-dominated industry.

What do you like to do in your free time when you are not working?  *

I enjoy spending time with my family or sometimes going out with my friends.

What is something you have accomplished in work or life that you are particularly proud of?*

A beautiful family.

What is your all-time favorite food or cuisine?

South Indian Food (particularly Dosas).

What is your all-time favorite travel or vacation spot, and why?

I love hill stations because of the drive up there and the weather. 

How has Kadence’s remote work opportunity allowed you to achieve a work/life balance? We would love an example.

It gives me some more time to spend with my family.

Why do people camp outside Apple stores to be the first to access newly launched iPhones? Why do consumers pay more for branded products than for non-branded ones?

It has everything to do with consumer perception or brand equity. When consumers favor your brand over a competitor’s brand and show loyalty to your brand over time, they are contributing to your brand equity. Brand equity is defined as the measure of the perceived value of a branded product over time. Brands need to measure brand equity because boosting it can help them improve their market share and profit margins. 

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Brand equity is different from brand value

With an estimated brand value of about USD 355.1 billion, Apple has established itself as the world’s most valuable brand for 2022, followed by Amazon in second place with a brand value of approximately USD 254.2 billion.

So, what is brand value, and how is it different from brand equity?

Brand value is the price someone will pay for your brand if you were to sell it. There are many ways of measuring brand value and they include the costs associated with building the brand. The investment made in creating a brand, its identity, logo, graphics, brochures, and other assets is used in the brand valuation process. 

Brand equity is not the same as brand value but can positively raise the worth of a brand because as you build your brand equity, you achieve greater brand recognition and positive brand associations, which can boost revenue and brand loyalty. 

It should be noted that a brand can have value even if it has no equity. For example, a company may invest in developing a product and brand, so it will have a value attached to it even before it enters the market. Brand equity helps enhance and increase brand value. 

What drives brand equity, and how can you measure it? 

While brand value is easy to measure, brand equity can be vague and more difficult to calculate because it is influenced by opinions, perceptions, and behaviors, and not just financial metrics.

Let’s divide these drivers into three categories —namely, financial metrics, brand awareness metrics, and consumer sentiment. 

Financial metrics 

Although not the only factors responsible for brand equity, financial drivers like healthy profits help validate a brand’s equity to a great extent.

Metrics such as sales, average transaction value, customer lifetime value, profitability, growth rate, and the cost of doing business are essential data sets to measure overall brand equity. It is also important to calculate the competitive performance of a brand against other brands in the same space by measuring market share and customer acquisition rate.

These competitive metrics also help your brand identify gaps in customer service, product features, pricing, marketing messaging, positioning, social media engagement and following, and distribution channels.

No matter how well or poorly your competition performs, it will directly impact your brand. Conducting a thorough competitive analysis to evaluate how your brand measures up is essential.

When these financial metrics increase, so does your brand value. 

Brand awareness metrics

A strong brand with a high level of recall and awareness will likely boost your brand equity. This is what sets successful brands apart as they endure even the most difficult economic conditions. 


Customer awareness of a brand and its products and services is essential to brand equity. Brands should aim for consumer advocacy and, more importantly, for their consumers to actively engage with and talk positively about their brand.

Conversation share, measured by the number of times a brand comes up in conversations about the brand’s offerings, is a massive indicator of how aware consumers are of your brand.

Market research helps evaluate brand awareness through various methodologies online and offline. Commonly used methodologies in market research include:

  • Surveys and focus groups
  • Local store traffic
  • Traditional media mentions
  • Online search volume
  • Customer reviews
  • Social media mentions 

Emotional metrics 

Knowing how your consumers perceive your brand is critical—the more positive their perceptions, the higher your brand equity.

Market research helps track consumer behavior and sentiment to obtain reliable information about brand perception. This type of metric is much more challenging to measure. Market research using qualitative surveys and the right text analytics software (link) to interpret open text is beneficial in data collection and analysis. 

Consumer preference and consumer perception of a brand are good indicators of brand equity. The former pitches the brand against its competition and gauges how consumers view it in relation to competing brands. The latter provides insights into the emotions and feelings associated with a particular brand. For instance, market research using qualitative methods can reveal how consumers react to a particular brand name. 

Consumer preference influences purchase decisions, like paying a higher price for a brand name or going the extra mile to access the brand. A case in point is the annual beeline outside Apple stores when it releases its newest iPhone.

Quantitative methods like sales data are an excellent way to gauge customer preference; however, they should be used alongside qualitative methodologies such as surveys to identify to what extent your customers agree your brand is superior to the competition and how much they are willing to pay for your brand name.

These surveys are also used to measure how emotionally invested your consumers are in your brand and the emotions associated with it. 

While a nebulous concept, brand equity provides the actual value of a brand beyond financial metrics.

Knowing how consumers feel toward a brand can open new opportunities for understanding key demographics within target audiences.

With a deeper understanding of the target audience, products and campaigns can be tailored to specific groups to improve ROI.

Utilizing quantitative methods, brands measure brand equity based on financial data, like sales, revenue, profit, and loss. Qualitative methods of measuring brand equity, on the other hand, include brand awareness, brand recognition, customer satisfaction, customer loyalty, and brand perception. 

Brands like Apple, Amazon, and Microsoft did not build their brand value overnight, but we know they have devoted many years to creating memorable brands that resonate with their target audience, and they continue to tirelessly do so even today. 

While tracking many of these metrics may be challenging, it is not impossible. Market research provides invaluable tools to etch out brands that stand out and shine using data, market intelligence, insights, and breakthrough technology. 

The phrase “Never judge a book by its cover” does not apply to product packaging design. When package design is the only reference a consumer has, he is bound to go for the most appealing option. Years of market research have established that what’s outside the package is as important as what’s inside it. How else will a product stand out in a sea of competing brands? Yes, brand loyalty, ingredients, and other factors can make a difference, but in the end, most of it comes down to consumer psychology. 

In a store, the package design is the gateway to the product. Successful brands use psychology in their product design and packaging, driving sales and brand loyalty. Consumers often perceive a product’s function and worth based on its packaging and design.

Product packaging is primarily dictated by the target audience and what they want. For brands targeting a younger demographic, for instance, it is essential to add personalization and brighter colors and fonts that appeal to the youth. 

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This can change when catering to the same demographic in different countries. For instance, the environmental impact of packaging is a relatively less critical purchase factor for Japanese consumers, yet 80 percent of the respondents in India factor the environmental impact of packaging into their purchase decisions.

Understanding Consumer Psychology

Any buying decision involves consumers going through several cognitive stages when looking for a product actively. Their perceptions and opinions are based on what they see during this stage. After they select and purchase a product, they continue to evaluate their decision based on the product’s performance and experience. 

When a product’s perceived value is high, consumers are less impulsive than when the value is lower. This explains why over 70 percent of supermarket purchases are not planned. Shoppers in supermarkets and grocery stores rely primarily on the instinctive cues they get from package design as they browse stores. These help them make quick judgments about the product’s quality and value and can be why they add it to their carts (or not). 

Choosing the right colors

Research shows that color is one of the first things our brains see when they come across a brand and is often the first thing that pulls consumers in. 

Do you feel calm in a blue room, and does yellow make you anxious?

Pablo Picasso once said, “Colors like features, follow the changes of the emotions.” Colour is known to change emotions, moods, and feelings dramatically. Colors can have different meanings from culture to culture, as the idea of color is deeply rooted in our experiences. 

Color psychology is a hot topic in marketing, branding, and graphic design because colors play a huge role in brand perception and image. 

When selecting colors, it is imperative to look into the cultural significance of each color. This becomes necessary for brands planning international market entry, as different cultures have different connotations and emotions attached to specific colors. For instance, while green is a color of prosperity in many Muslim nations, it is a color associated with illness and death in some South American cultures. 

It is also essential to consider how your brand colors align with your brand and its identity. Other considerations are whether these colors stand out in a crowded marketplace and how they would work for those who are colorblind. 

Format and materials

The format or shape of the packaging is often based on whether the package will be used or discarded. In case it’s part of the product, like a milk carton, the quality, materials, and function are important considerations. For instance, a square or rectangular base is better so it can fit in the refrigerator more efficiently, and an easy-to-pour spout enhances convenience and functionality.

Packaging design depends on many other factors as well. For instance, a luxury product needs to be packaged in a way that reflects the high price of the product. In recent years, sustainability has also become a huge factor in selecting packaging materials, and an exciting product design may encourage consumers to post the packaging or unboxing online.

Typography and labels 

Typography is the art of placing text to make the copy clear, legible, and visually attractive. It utilizes font style, size, and structure to evoke feelings and emotions and convey a message. It also helps balance the graphics on a package. 

The font styles and sizes you use on your packaging play a huge role in the overall design and how consumers perceive your brand. The logo, typography, and fonts allow your brand to stand out from the competition. The typography helps catch your target audience’s attention and conveys the brand’s message. It also helps establish consistency, a vital aspect of brand identity. 

For a successful packaging design that quickly moves the product off the shelves, brands need to know their target audience and stay abreast with the latest trends. The typesetting, fonts, and styles you use, just like the graphic and color choices, are based on your target market —factors such as age, gender, language, culture, and preferences influence the typography of a product’s package design. 

By providing invaluable information regarding current market trends and the unique wants and needs of a brand’s consumer base, market research helps a brand develop its business and marketing strategy. Market research benefits many different facets of business, including product design and packaging. 

Brands need to have complete knowledge of consumer desires and the effect of specific product packaging on purchasing patterns and preferences. In market research, there are many different means for gathering this data, each with its own set of advantages. In most cases, it is best to use a combination of methodologies to understand the effectiveness of your packaging design and labels. 

Market research allows brands to tap into the psyche of their target markets to gain a deeper understanding of how a package design impacts purchasing decisions. 

This can be done in many ways by gathering data, each method with distinct advantages. 

Some common forms of gathering data:

1. Focus groups 

Market researchers often use focus groups and show them labels and packages to gauge their first reactions to the design, colors, typography, offers, and form. The focus group participants sample the product and look at the packaging and label to provide insights into what part of the packaging would influence their purchase decision. 

2. Interviews and discussions

Many brands conduct interviews with consumers as they browse competing products in a store setting. Questions like, “what made you add a product to your cart?” can uncover purchase decisions and the effectiveness of your product packaging. You may also interview employees from different departments who know the product well.

3. Surveys

Online surveys are a quick and easy way to conduct a survey. These can be carried out for in-store and online purchases on eCommerce sites and allow for anonymity, providing information and insights into purchase decisions and behavior. A well-designed survey employs a rating scale and asks open-ended questions. 

4. Observation 

Market researchers often use direct observation by visiting the store and observing how the products on the shelf move. In this manner, it is possible to see how the placement of items in a store affects sales. It also allows brands to look closely at the competition to see what graphics, colors, and other visual elements affect purchase decisions. How would your product look in comparison to competing brands? Does it blend in or stand out? Does it stand out in a good way? Making frequent visits to stores can provide a window of opportunity and is a powerful way to conduct market research. 

Market research provides invaluable insights into market trends, consumer psychology, and behavior. It can help formulate the right business and marketing strategy for businesses, including package design. 

Package design research is more critical now than ever. In many cases, the retail package design is the only advertisement for the brand. The brand’s packaging has a few seconds to draw consumers to the product and evoke purchase intent. 

While brands use many quantitative and tried and tested package designs, they often tend to overlook the subjective side of research, which requires qualitative research methods and tools—knowing the “why” behind purchase decisions and consumer motivations can provide the essential piece in understanding the effectiveness of a new package design or redesign. 

Emerging technological advancements are transforming market research forever. As many consumers move online, the way brands identify and understand consumer needs is being reimagined.

Many technology trends disrupt the market research industry —from data collection and new product launches to tracking brand performance. This blog post will focus on the breakthroughs in technology impacting brand tracking and product performance tracking.

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Brand and performance tracking refers to the process of continually measuring brand health over a period within the target audience. It allows brands to measure the performance of a product in relation to its competition. After a new product is launched, market research helps brands gauge performance to stay competitive. 

With consumers increasingly moving online, brands can tap into new, vast, and reliable consumer behavior data in real-time. This has also made Direct to Consumer marketing much more common. Brands like Happy Human (Singapore), Dime Beauty (U.S.A.), Joi (Malaysia), Sleepy Owl (India), Recess (Philipines), Adopt a Cow (China), and Knot (Japan) have eliminated the middleman to create, develop, sell, and distribute their products directly to the end-user. The absence of middlemen and brick-and-mortar stores allows them to maintain quality and reduce prices. But this is not all. These brands also have the added advantage of measuring performance directly without employing market research across several retail outlets. They can discover brand sentiment directly, making them more agile, nimble, and competitive. 

While there is still a place for traditional research methodologies, technologies like machine learning, Artificial Intelligence, Virtual Reality, and chatbots continue to reinvent the market research industry. 

Let’s look at the primary technologies in brand tracking and competition analysis that are changing the face of market research. 

E-commerce brands utilize price monitoring software technology to track competitor pricing.

In the fiercely competitive E-commerce world, the key to outperforming the competition is tracking and monitoring the price competing brands charge for similar products and services. Brands need to keep a keen eye on their competitor’s pricing strategy and price changes over several products to stay competitive, and that’s not an easy task even for larger companies. 

This is where e-commerce price monitoring technology comes into play. 

Ecommerce price monitoring software allows brands to track their competitor’s price changes and dynamically adjust their pricing. 

By employing this type of software, brands can stay abreast with competitor pricing and adjust pricing based on demand, competition, and inventory levels. 

Many such tools are available in the market, including Minderest, Price2Spy, and Prisync, with sophisticated matching technology and high levels of accuracy. 

Market research utilizes machine learning and A.I. for brand and performance tracking to revamp advertising and messaging. 

While some grey areas are associated with A.I. in other fields, the market research industry has embraced this technology.

One of the things brands need to track constantly is how their messaging is resonating with the target audience and how the market perceives their brand. This is because a brand is not just the logo and tagline. It is a sum of all parts and is an overall feeling that tells a narrative and evokes sentiment and emotion in the audience. 

Technology helps brands better understand brand performance and perception to inform better decision-making. It allows brands to measure and bridge the gaps between their intent and how the audiences interpret and perceive their message.

The use of A.I. in brand tracking has allowed market researchers to analyze qualitative surveys at a fraction of the time taken by manual data collection methods. Furthermore, this enables them to ask more open-ended and follow-up questions, find the right panelists faster, eliminate bias, write reports quickly, and significantly improve the quality of their surveys and reports. 

In today’s dynamic digital marketplaces, A.I. is powering brand tracking to gauge the changing consumer perceptions. 

Sentiment analysis is a sub-category of A.I. and N.L.P., which automatically uncovers feelings, emotions, and sentiments behind plain blocks of text. It is extensively used in brand tracking because it is efficient, reliable, and accurate. 

Over 45 percent of the world is on social media. There are about 500 million tweets per day, and about 1.96 billion people worldwide use Facebook every day. Consumers constantly call out brands on these social media platforms and review sites. It would be overwhelming and near impossible to collect data manually. Brands can effectively gauge overall brand sentiment across platforms and channels online using automated tools. 

For instance, when the popular ride-sharing service, UBER, launched a new version of its app, it used social media monitoring and text analytics to measure user sentiment about the new version of the app. Eye-tracking technology works similarly and can track users’ engagement scores and emotions on a website. 

There are several brand tracking tools available for brands. Candymaker Mars used one such tool that combines the standard digital video metrics, like view-through rates and skip rates, with facial expression tracking of the viewers while watching the ad using an A.I. algorithm.

While the tool measures digital behaviors, it puts enormous weight on gauging emotion and sentiment. This technology is essential to track brand performance in a world plagued with minuscule attention spans. It allows brands to obtain a complete picture of consumer perception. 

Many technologies use participants’ webcams to track their facial and emotional responses while viewing ads, providing invaluable data used to inform sales forecasts. 

Chatbots are aggregating vast amounts of consumer data.

The usage of chatbots as a communication channel between brands and consumers has increased by 92 percent since 2019. 

As many consumers shop online, they engage with chatbots, making them the fastest-growing brand communication channel.  

A survey found that up to 80 percent of users answered questions, three times higher than responses from email surveys. 

Brands like IKEA are using chatbots to gather valuable consumer feedback. Companies use Whatsapp and Facebook messenger to measure consumer sentiment and feedback efficiently. 

The use of brand tracking cannot be overemphasized. It allows brands to understand how their current audience perceives the brand. It can also lead brands to uncover until now undiscovered target audiences. 

With brand tracking software, brands can see the true impact of their campaigns. Brand tracking holds the key to insights any brand needs to thrive. Using the right tools and technology, brands can obtain actionable information about the brand perception among the target audience and how it scores against the competition.

A brand is one of the most valuable assets of an organization. It is, therefore, critical to continually measure satisfaction, awareness, and perception. Incorporating brand tracking into their marketing strategy can help brands understand their target audiences and consumer needs and make more profitable marketing decisions. Technology has made it easier to uncover massive data sets to monitor a brand effectively and accurately. By combining this technology with digital metrics, brands can increase their competitive advantage.

Just like we need a GPS to take us from point A to Point B, businesses need to intuitively map their customer’s journey to ensure they are moving through the process. But instead of plotting it physically on a map, brands need to use technology to visualize each touchpoint the customers interact with when they engage with them. 

Today, customers interact with brands multiple times on various platforms, and brands need to funnel them to continue moving forward. 

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What is customer journey mapping?

A customer journey map is a visual plotting or representation of customers’ experiences and touchpoints with a brand. It tells the complete story of a brand’s relationship with a customer, starting with the first engagement and moving toward a path to purchase and becoming a loyal customer. 

Journey mapping is not a single instance or solution; it is a process that integrates every facet of an organization, from marketing to sales to customer service.

Why Customer Journey Mapping is Invaluable for Brands

Today, customers expect a lot from each interaction with a given brand. Personalization, consistency at each touchpoint, and relevance are not just “good to have” anymore; they are necessary to drive conversions and brand loyalty. 

Customer Journey Mapping is beneficial not only for sales and marketing but also for the creative team. Armed with this information, content creators can develop timely, relevant, personalized copy and speaks to the customer at each touchpoint. Designers can derive context from this information and design an elevated customer experience. 

Customer Journey Mapping is helpful for many reasons, and it primarily helps with the following three steps:

1. Identify all touchpoints to understand the customer experience better.

Customer Journey Mapping helps you construct a seamless and intuitive customer experience through every touchpoint. This is often missed by quantitative research.

For instance, a journey map may uncover a tremendous amount of online research in the discovery phase of a particular product or service. This would lead a brand to question how it appears on search engines and the content customers find when researching the product online. 

2. Get in tune with your customers at every step of the way.

Customer Journey Maps are visual aids that help understand the customers better at each touchpoint. It visually reveals patterns in customer behavior and emotions, and once these are identified, brands have an account of the steps that are working and those with gaps.

3. Identify gaps in your CX and lead your customers intuitively through the funnel.

Customer Journey Mapping aims to understand each touchpoint and ensure measurement tools are in place to help monitor each customer interaction. 

For instance, for a travel website, a customer’s journey starts when they search for airline tickets and cover all the steps through research, queries, finding tickets, booking them, making a payment, and receiving confirmations and other travel-related information. It includes signing up for a newsletter, recommendations to book hotels, prompting the user to check-in, and offering additional information. In a retail setting, Customer Journey Mapping would include the signage, lighting, store layout, temperature, smell, comfort, and other physical elements in addition to interactions with the employees. 

Customer Journey Mapping helps you fill gaps and focus on areas that need improvement for an intuitive and seamless customer experience. 

How to Get the Most out of Your Customer Journey Map

The ultimate goal of a Customer Journey Map is to improve the customer journey and move prospects through the funnel. This is because inefficient systems and interactions cause frustration amongst users and prospects, impeding conversions and sales. 

Below are a few tips to keep in mind when researching your customer journey.

  • Some brands do a great job acquiring customers but are not good at activating. Therefore, brands should include every touchpoint, like packaging, labels, messaging and ads, and social voice.
  • A Customer Journey Map should be a combination of analytics and customer feedback. Therefore, brands must gather quantitative data from multiple sources, including call center and CRM software, QR codes scanned, website and social media analytics, and other metrics.
  • It is essential to include post-purchase components into the Customer Journey Map. The relationship with the customer continues long after they purchase something. This helps you get repeat business, loyal customers, favorable reviews, and raving fans who will refer the product or service to others. 

How Market Research can help brands build Customer Journey Maps

So how do you use market research to help improve the customer experience? 

Let’s examine this with the example of a retail shoe store. You identified the salesperson as a critical touchpoint. You can use a focus group to experience the store just as they would if shopping for shoes. 

Ask them to identify the experiential element of each touchpoint, including what they see, smell, hear, and feel. The focus group will then prioritize what parts of the journey need improvement. They will provide insights on how easy it was to find what they were looking for, the annoying details, how the store stacks up to a competitor, and the customer satisfaction score. The brand can then build an action plan to improve the customer experience at their store. 

This is how the brand identifies gaps, determines development priorities, builds a plan to remedy the issues and bottlenecks, and allocates funds to optimize sales and Return on Investment (ROI). 

Customer Journey Mapping should be a combination of quantitative and qualitative methods. 

Market research and building Customer Journey Maps allow brands to compare what they believe the customer journey looks like and what it is like in reality. When you combine the metrics and data with sensory components, you can experience the journey through your customer’s eyes. This “outside looking in” approach will significantly improve the customer experience and revenues.

How is your product received by consumers or business decision-makers? What are the pros and cons of a change in an existing product feature or new varieties of your current big-sellers? Why is a product failing to perform? You want to tweak a formulation, messaging or packaging to cut costs or reach new audiences – but will that scupper or supercharge your sales? The answers to all these questions can be found in product testing research.

What is product testing?

With product testing, we’re not looking to establish general consumer attitudes or behaviours. Nor is this about standing up a new concept or looking for gaps in the market. The primary job of product testing is to tell us how people respond to an actual product – including how they use it and what they think its qualities are – allowing brands to decide whether and how to market it.

When should I do product testing research?

Let’s look at the natural marketing life-cycle to explain how product testing research can support the emergence, and successful exploitation, of a product – and place it in the context of a wider field of market research:

  • Ideation – dreaming up an idea worth pursuing. Research helps identify unmet consumer needs, value-chain opportunities, potential applications of innovation and new markets.
  • Screening – a rigorous approach to deciding which ideas are worth pursuing, again drawing on research and feasibility work, and assessing potential audiences.
  • Concept testing – seeing how the manifestation of ideas might work in the market, leading to additional screening out of less viable concepts.
  • Prototyping – designing products to prove mass production feasibility, form factors and feature sets.
  • Early product testing – evaluating consumer attitudes to the product itself, either in controlled settings, in the field or in everyday contexts; typically unbranded or with highly simplified packaging.
  • Late product testing – which might include feedback from earlier tests to refine messaging, packaging and final form factor.
  • Testing iterations of a product to forecast the impact (on sales and usage) of changes to features, formulations, targeting and marketing – often in response to changes in sales patterns or negative customer feedback.

In other words, product testing is distinct from concept testing. It’s all about refining the delivery of something that is (or soon will be) a finished product. This might include changes to feature sets, the marketing pitch, pricing, ideal target audience and other details. It’s not so much whether the product works – it’s how the product will work best.

Use cases for product testing research

In summary, then, you can apply product testing to:

  • Find out how a close-to-final version of a new product might perform.
  • Tweak that product to optimise its performance on launch.
  • See how a new product is performing post-launch.
  • Test the effect of changes to product design or presentation.
  • Evaluate or explore how a product is marketed.
  • See how well consumers in a new market will accept an existing product.
  • Undertake ‘penalty analysis’ to see which qualities, when changed, alter consumer options about a product.

Product testing in action – a case study

One way to think about the value of product testing is as a way to optimise the introduction or evolution of a particular product. A good example is work we’ve done with a beverage brand to launch a new range of iced teas. The client wasn’t launching a brand-new product – they had worked up some new flavours and wanted to know which they could launch successfully, how these might affect brand perception and what consumers made of them.

There were eight formulations to be tested. We added in an established variant to act as a benchmark, giving us a way to test the relative strength of the products. We measured various metrics with consumers to provide comparable scores as a key insights.

The product isn’t necessarily going to change in this case. It’s a chance for the client to check which variants might work best, to optimise the roll-out and then make minor refinements if the research delivers consistent feedback on particular elements. How research subjects describe the teas might also help shape marketing and packaging for instance.

In other cases, clients might test out product names and straplines on consumers while they’re testing the product to create a range of possibilities, not just on the branding and marketing, but also on likely target audiences and even pricing. Does the product live up to a premium positioning? Or will it chime with more down-to-earth messaging?

The role of product testing guidelines

We work with many clients that have well-established product testing guidelines – a set of standards that enable them to better evaluate products over time and give them clearer benchmarks for making decisions. For large corporates in particular, the product testing research project is an exercise in generating fairly standardised numbers – data that fits a well-established, almost algorithmic approach to evaluating potential product performance.

When this isn’t the case – or if the guidelines are relatively basic – it’s a good idea to establish some clear ground rules at the start of a project to ensure it delivers insights that will shape client decisions. You might need to agree:

  • How the product should be stored, prepared, presented and used.
  • The audience it should be tested with, and how to recruit them.
  • Where to conduct tests with participants (see below).
  • What metrics to record.
  • How to record their experiences – and other feedback.
  • The research methodologies that will work best.
  • Whether to use a control product for comparative purposes.

Introducing a framework helps everyone understand what success looks like for a product: for it to go forward, what will the research need to show? Is it being on par with an existing or rival product on overall performance? Does it need to be statistically stronger on key metrics?

In some ways, it’s akin to a science experiment: you outline the aim (proving it’s better than the existing product) based on your prediction (the product design); we provide a sound, rigorous methodology to test that assumption (the research); and the result gives conclusive result to tell you how to proceed.

How does product testing work? Where and how to test

Different objectives of product testing will suit different methodologies. A lot depends on what brands already know about the product and the way it’s perceived; on what they want to learn from the tests (see below); and the type of product under review.

There are broadly three environments to conduct product tests. Let’s look at the use-cases and the pros and cons.

1. Central Location Testing (CLT)

This is where participants are invited to a facility to undertake the test. This is ideal for evaluating products in controlled conditions, especially when testing a variety of use cases. It’s also suited to products that won’t be used as much in the home – especially in food outlets, for instance.

A good example would be a new foamless cappuccino we tested. To get comparable results, the same machine was used in different central testing centres, with the client providing an expert barista to produce the same product every time.

CLT is ideal for evaluating products under controlled conditions – testing different fragrances, say, is hard if the conditions allow for cross-contamination of scents. But it’s also very useful where confidentiality is important. We set up a CLT in a hotel, for example, so that a new tech product could be tested by invited consumers without the design leaking. Non-disclosure agreements might be a feature of any product test, but for this kind of commercially or technologically sensitive research, the controlled setting can be helpful too.

The other advantage of CLT is liability management. Some products – foodstuff and cosmetics, in particular – might cause adverse reactions with test subjects, and it’s easier to screen and monitor them on-site.

You can find out more about central location testing in our guide.

2. Street Intercept Testing (SIT)

This is literally grabbing participants in an ambient setting for a few minutes to get them to try something and test their reactions. This works well for relatively simple research – the questionnaire will need to be relatively quick in a supermarket or street setting – and for targeting particular participants. Testing a new cheese at the deli counter in a supermarket would be one application.

It’s also ideal for capturing insights within specific use locations – when a central facility would be a little abstract. We worked with a sports beverage brand to test a special protein-rich drink. The use-case is post-exercise, so intercepts with the target market in a gym setting yielded much more insights than a central location could have.

3. In-Home Testing (IHT)

For many products, the consumer’s home (or, in some cases, their workplace) will be the usual usage location. Getting the products into the home for a period of use, then running online, telephone or face-to-face follow-up questionnaires is a great way to see how they work ‘as intended’.

In-home testing tends to be ideal for more sustained testing. The taste of a new iced tea or reformulated cheese can be tested fairly immediately. But a toothpaste, cleaning product, in-home device or even lightbulb, will only reveal itself properly over a few days’ use. Out of the control conditions, we can learn more about how good instructions for use are; we can see how consumers might use the product in their daily lives or in combination with other products; and we can monitor evolving opinions about the product as they get used to it.

Obviously in-home testing has been popular during Covid-19 lockdowns – not least because many products are now being consumed or used in the home that might otherwise have been ambient products; but also because centralised or street intercept tests have been harder to run for biosecurity reasons.

Note also that IHT allows for different research methodologies. As well as post-use surveys, we can get consumers to keep diaries of use, highlighting a wider variety of situations and providing more qualitative inputs.

Woman scanning food in her fridge with her phone

How to do product testing

Where to start

For many companies, product testing isn’t the start of their journey with us. This kind of research is often part of a much bigger engagement process around a brand or product line; or it might be commissioned by a brand we already do different kinds of work with. So the starting point is rarely a cold introduction to a product.

But even with some engagement beforehand, the first step in product testing is to look at the product and the client’s requirements, and then design an approach that will answer their key questions.

For some, those questions will be extremely precise. For example, one detergent brand asked us to test out a new toilet cleaning product. They knew exactly what segment they wanted to target – ABC1 consumers in their 30s and 40s who were already familiar with the brand – and even the methodology they wanted (in-home testing).

That’s largely a logistical challenge – getting the product and a control cleaner into their homes, in plain packaging, so they can be tested side-by-side; then running an online survey to generate some quantitative data and some qualitative feedback comparing the product to a known comparator.

Another example might be a commercial-kitchen mayonnaise we tested. The client was keen to assess not just how the product performed against other formulations of mayo, but also what professional chefs thought of it in different applications. Will it be at least on par with the existing product? What recipes or dishes did it suit? And how did it compare commercially?

One thing to bear in mind is that you should be testing for things you might change as a result of the insights we generate. Knowing what can change (from packaging and marketing, to cosmetic attributes or even key design features) as a result of the research findings – and what you definitely can’t alter – will ensure the tests are focused and useful.

Methodology reflections

We find that CLT is generally better for ‘sequential monadic’ testing. ‘Monadic’ means the consumer is evaluating a single product, and this is obviously possible in any environment. Even ‘paired comparison’ testing – head-to-head – can be done in-home. But sequencing the comparisons scientifically (standalone, then in head-to-head, for example) often generates more reliable data.

In terms of participant recruitment, clearly targeting the audience accurately – whether in the field, via lists of consumers, or panels – is key. They are often motivated because they receive free products. But in some cases, especially with the more in-depth or time-consuming studies, the chance to earn money is also a motivator.

Hard and soft questions

Product testing can answer a lot of questions. For seasoned clients, they’re often very precise ones – they’re seeking standardised data on usage and performance that will help them contextualise the product within a portfolio.

A good example of a ‘hard’ question might be pricing. Using techniques such as the Gabor–Granger method (to understand price elasticity) or the Van Westendorp Price Sensitivity Meter (which creates an optimal price point for a given audience), research can reveal a lot about the economics of a product.

Hard questions like that are often central, even when we’re working with smaller companies that are looking to take a product from prototype to production and need to calculate the risk/rewards involved.

Smaller companies, however, are more likely to be asking ‘soft’ questions, too, where quantitative surveys are augmented with qualitative insights. They might be trying to learn more about consumer attitudes to the category as well as the product; or develop a deeper understanding either to tweak the product being researched – or inform future innovations.

A good market research agency can really help with this part of the process. For example, in some companies there might not be rigid product testing guidelines in place. But by explaining what they need to know to market the product, what they might be able to change about it and what they’re not sure about, we can help companies come up with fieldwork that will deliver clear metrics and provide answers to their key questions.

What’s the outcome?

A well-planned, well-run product testing project is rarely just looking for a blunt ‘go/no-go’ answer to a product roll-out or adjustment. Although many big brands have a well-established formula for conducting product tests – designed to plug data into their tried-and-tested algorithms – even these clients will often use the test as an opportunity to learn more about the product in different dimensions.

Sometimes that’s just a by-product of a sufficiently expert and thoughtful product test. As market research professionals, we learn a lot more about products during tests than the raw data suggests. Often it’s the degree of flexibility the market research team brings to the product test that makes it most valuable.

That’s true whether the primary objective is standardised data on product attributes – or semi-quantitative work with a healthy dose of qualitative inputs to shape decisions. By making sure the parameters for the product’s adaptation are clear and the questions about it well framed, we can ensure the right blend of methodology and insights meet the client needs.

A good example of that would be taste tests for a new formulation at a chocolate brand. ‘Super tasters’ working at the client will arrive at some finely calibrated formulation, created to be aligned to brand values and differentiate the product. But it’s ordinary consumers whose verdict will shape its ultimate success.

Looking to embark on product testing research?

With experience in product testing research, we can combine the inputs and recommend robust methodologies to make sure the product hits the sweet spot in the market. Find out more about our product testing capabilities or get in touch to discuss with our team.

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Kadence Boston, in partnership with 2020 Research, has been running an online community to understand the impact COVID-19 is having on US consumers. Before we launched this community one month ago, we thought long and hard about whether this was the right thing to do. We didn’t want this research to be perceived as taking advantage of the situation for our own marketing purposes. In the end, we decided to go for it, because we are market researchers and our job is to study, and help our clients understand, consumers. As expected, we are learning a lot, but what we didn’t anticipate was just how much our participants would also benefit from this community.

Participants in our COVID Community have been exceptional, in terms of the level of effort they put into their responses, as well as the time they have put into reading and responding in thoughtful, considerate ways to other participants’ posts. We expected participation in the community to be slightly more active than normal, given how many Americans are out of work and staying home due to COVID-19, but we’ve been overwhelmed by the amount of commitment and involvement we’ve seen.

After nearly everyone enthusiastically accepted our invite to extend the community into a third week, we decided to ask what they like about being part of this community. Their responses verify many of the benefits of communities and other online qualitative research methods, not only for researchers but also for research participants.

  • Expressing thoughts and feelings in writing requires greater introspection and thought, which fosters deeper levels of insight.

“By recording how I’m feeling or what I did today, I’m able to see patterns of behavior and thought in myself. I also like having questions that make me think of months ahead since that’s been tough to really visualize lately.” 

– Abby, NYC
  • Being remote and not knowing other participants provides enough anonymity where people feel they can be more open and honest than they might be with their usual circle of friends and family.

“Feel a bit freer to speak my mind on some subjects more honestly. With family or friends, it can be more difficult if they are having a hard time now or have very strong opinions that vary from mine.”

– Ralph, LA
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  • It can be difficult to navigate COVID-19 conversations with friends and family without venturing into polarizing issues, like politics. In highly emotional times like now, communities can provide a therapeutic outlet for consumers to express their thoughts and feelings without fear of damaging relationships. This would also be the case when researching a sensitive, personal topic.

“It’s therapeutic to share [my opinion] without having to hear an argument about why I may be wrong.”

– Patrick, LA
  • Like our obsession with reality TV, we enjoy sneaking a peek into the daily lives of others. Through the community, consumers can see how others are living and coping through COVID-19, which can be reassuring, inspiring, helpful, even entertaining.

“It’s also been so helpful reading everyone else’s responses, tips, tricks and stories. You can really get stuck in a pattern talking to the same types of people in your life.”

– Abby, NYC
  • Similarly, consumers are curious to hear first-hand accounts of others’ feelings and perspectives around the country. Exposure to other community members’ written and video responses each day can elicit feelings of connection and empathy. Realizing your similarities, and better understanding your differences, can bring about feelings of comradery and hope.

“It’s also good to walk a mile in someone else’s shoes. Everyone has a different perspective. They look at things from different angles and looking through the responses, you see the different fears. Their different beliefs, the different struggles that people have in how they’re dealing with them.”

– Michael, Chicago

“I was surprised to see that I have more in common with other people in this group than I thought.” 

– Diego, Houston

Especially now, at a time when we are craving human connection more than ever, online communities and other online qualitative methods are ideal for understanding consumers’ thoughts, feelings, behaviors, needs, expectations and for exploring new ideas.

If you are interested in learning more about these methods, tune into our webinar on April 15th at midday EDT. It’s not too late to register, just click here.

In the recent weeks we’ve been inundated with announcements by what seems like every company in America, large and small, announcing their approach to the COVID-19 pandemic. With much of the country at home, following the news, shopping online, viewing content and using social media more than before, American consumers are paying close attention to how brands are making them feel. Social media is swarming with consumer commentary on corporations’ responses. Brands have never been more in the spotlight and under such scrutiny. Now is a key moment for brands to define their identity and core values to consumers through their response.

As part of our COVID-19 qualitative market research study with 2020 Research, we asked our community of 30 Americans from Chicago, Houston, Los Angeles and New York City to weigh in with their thoughts on how brands have responded to this pandemic.

Here are 10 key insights from our community for companies to consider as they strategize their ongoing response and communication in this new reality.

HOW SHOULD BRANDS COMMUNICATE TO CONSUMERS?

1. Avoid Email Overload

Early emails communication was appreciated but by mid-March consumers quickly became annoyed as corporate communication routinely flooded their inboxes day after day. Consumers have stopped reading them all because many seem to include a “blanket response”, explaining that companies are following CDC guidelines. Companies who sent their first email late into the crisis risk getting noticed for the wrong reasons. They come across as a disingenuous, “purely PR” response.

“I’ve been up to my navel in ‘response’ emails, seems like it’s anyone I’ve ever ordered from or used. I was fine with them at first but they’re getting a bit irritating as they continue to try to keep you updated.” – Boomer, Houston

Consumers do appreciate emails that personally affect them, like updates from local grocery stores and restaurants notifying customers of their closing, shopping hours, new safety measures and sales notifications for needed items.

2. Actions speak louder than ads

Brands that have made a memorable, positive impression on consumers have responded by taking real action and implementing change, not through passive communication. Consumers recall hearing about companies’ positive actions in the news, social media, radio, or podcasts. They find secondary reports more credible than hearing about a company’s response through ads or direct marketing communications. However, consumers’ first-hand experience with brands, in store or online, can completely derail or reinforce their perceptions of a company’s response.

HOW SHOULD BRANDS RESPOND TO COVID-19?

Consumers expect companies to be aware of how this pandemic is impacting our lives and empathetic to how this crisis is making us feel. They appreciate brands that have responded in ways that align with their prioritized values, putting people first and contributing in helpful ways.

3. DO: Prioritize people over profit

Above all else, consumers appreciate company leaders that have shown they care about their employees, like paying them though the shutdown, distributing executive salaries, giving raises to front-line workers, providing protective gear to staff.

“Patagonia and other retailers are continuing to pay employees while stores are closed…I think Patagonia’s response to COVID-19 will continue to motivate me to shop there more and support their brand.” – Millennial, Chicago

4. DON’T: Put business first

In contrast, consumers have negative perceptions of companies that put off closing or implementing equipment and efforts to protect the health of their employees and customers.

“[One shipping company] have kept regular all day business hours, they are not providing their front line staff that deals with the public proper cleaning or safety gear…They haven’t implemented any social distancing rules and at any moment it gets crowded.” – Gen X, Chicago

Consumers are especially critical of major corporations that, despite rising stock prices, are not increasing compensation for their over-extended employees, or paying employees for extended time off due to COVID-19. Some even go out of their way to investigate workers’ perspectives and will write off companies for not treating employees right.

“I’m frustrated that many lower wage workers are getting screwed over when they need the most protection. It’s difficult to see [some delivery] companies … rising in the stock markets.” – Gen Z, NYC

5. DO: Contribute to the solution

Companies and wealthy individuals that have donated generous resources to support the greater goal of saving lives have made a very positive impression on consumers, stimulating feelings of optimism, hope and American pride.

Consumers are most impressed by company leaders that are repurposing their operations to produce or acquire much-needed medical supplies, like Microsoft, Tesla, Apple, GM, Dyson, Medtronic, MyPillow.com and Gap.

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“Corsair turned their gin bottling process into making hand sanitizer … I love the ingenuity, creativity, and response in a time of need. I had never tried their liquor products before, I went straight out and bought a bottle of their gin and one of their whiskey products.” – Millennial, LA

They also admire brands in hard-hit industries, like Hotels.com, that are proactively supporting the greater cause despite their losses.

6. DON’T: Be passive

Consumers are critical of major corporations and moguls that have not donated money or resources towards sourcing medical supplies, judging them as greedy, unethical, and reassessing their relationship with these brands.

Similarly, many are angered by brands that are not taking any action or trivializing the pandemic.

“One specific company that I buy from weekly did not say anything about it. I had to ask via Instagram comments. The owner finally did answer after many comments…called it a “virus scare” which was annoying and turned me off from her company. I felt like she was downplaying what is actually a pandemic.” – Gen Z, LA

7. DO: Adapt to customer needs

Consumers applaud companies that quickly recognized people’s changing needs and adapted to meet these needs in creative and thoughtful ways. These businesses have revamped their operations processes to protect customers and employees and created innovative new services and solutions to help customers. While other companies are adopting these trends, the early adopters and innovators made a memorable impression.   

“With contactless shopping services.  I’ve always enjoyed shopping at CVS over Walgreens but this move that they’ve made has made me take another look at them.” – Gen X, Chicago

8. DO: Support non-customers

Brands that are also extending their services and offers to non-customers are bringing in more potential customers and improving their overall brand image. Consumers view these companies as caring, generous, thoughtful and report intentions to support them in the future.

“CorePower Yoga made a number of their on-demand videos free for anyone so people who do boutique classes can still keep active. I usually can’t even afford yoga normally in NYC, but I’ve been using it! It makes me want to invest in them in the future when I can!” – Gen Z, NYC

9. DON’T: Disregard customer needs

Consumers are put off by companies that have been insensitive to their needs. Grocery stores and retailers that were slow to follow the changes and safety measures taken by their competitors are seen as uncaring and profit-driven. Large retailers that have increased prices in the wake of COVID-19 anger consumers who now view them as greedy and profit-driven. Communication that is irrelevant or insensitive to consumers’ feelings and needs in this new reality negatively affects consumers’ perceptions of the brand. 

“I have received a few emails about “you need to schedule an appointment for us to upgrade/install new HVAC” to protect your air quality.  I found this unprofessional and unethical…trying to play on people’s fears to earn some extra bucks is wrong.”  – Gen X, Chicago

10. Remember, we’re all human.

While consumers recognize that companies are run by people who, like all of us, have never experienced this amount of change and uncertainty; in a matter of weeks, we set expectations for how brands should and should not respond during this unprecedented crisis. Now, more than ever, consumers crave connection and they are connecting most with companies that have shown they care more about people than profit, through their actions, not just their words.

In this highly emotional time, consumers are likely to remember brands that really stood out through their response, both positively and negatively. How brands are responding to COVID-19 is influencing consumers’ perceptions, awareness, consideration, usage, loyalty, and their future intentions with brands.

But it’s not too late to take action to improve brand perceptions. It is critical that companies stay aware of what consumers are currently feeling, thinking, needing and expecting from them right now. Play offense and engage in conversations with consumers. When companies care enough to respond directly to critical consumer feedback in places like social media, perceptions can shift. Connect at the human level in ways that demonstrate empathy, care and support, not just for your customers, but for everyone in the country, for humans around the world.  

For additional insights by industry, or additional information on our community or capabilities, reach out to [email protected].

Disclaimer:  Quotations from community participants have not been fact-checked and are not necessarily representative of the views of Kadence International.