Conjoint analysis is a quantitative research method used to understand how people evaluate and prioritise product or service features. Participants review sets of product profiles with different combinations of features and are asked to choose or rate their preferences. These choices reveal the relative importance of each feature and how people make trade-offs—insight that guides product development, pricing, and go-to-market decisions.

How Conjoint Analysis Works (with Example)

Conjoint analysis helps brands understand the trade-offs people make when choosing between products. Instead of asking standalone questions, it simulates real-world decision-making by presenting realistic combinations of features.

For example, a smartphone test might compare different combinations of price, storage, screen type, and camera resolution. Participants might be shown:

Option A: £350, 128GB, HD screen, 12MP camera
Option B: £500, 256GB, OLED screen, 24MP camera

By analysing thousands of choices, researchers can quantify the value placed on each feature and forecast which combinations are most likely to succeed—even if they weren’t shown in the test.

This approach uncovers how people weigh function against price in realistic buying scenarios—vital insight for product design, pricing, and marketing strategy.

Understanding the Terminology and Origins of Conjoint Analysis

What Is Conjoint Analysis Also Known As?

Conjoint analysis is sometimes referred to as trade-off analysis. Both terms describe the same technique, though “conjoint analysis” is more widely used in commercial settings. You may also come across the following variants:

  • Conjoint Study
  • Conjoint Measurement
  • Multi-Attribute Trade-Off Study
  • Conjoint Analysis Method / Technique
  • Conjoint Methodology
  • Conjoint Analysis Experiment

All these terms describe the same underlying method: a data-driven way to understand how people make trade-offs between features.

The History of Conjoint Analysis in Market Research

Conjoint analysis emerged from mathematical psychology in the 1960s. It entered commercial market research in the 1970s, led by Dr Fred McCollum, founder of Sawtooth Software, who helped apply it to consumer preference studies.

SSince its early adoption, conjoint analysis has evolved alongside advances in computing and analytics. It is now one of the most trusted methods for guiding product design, pricing strategy, and market positioning across industries.

A Quantitative, Statistical Approach

Conjoint analysis is a quantitative method that translates consumer preferences into numerical data for statistical analysis. Common techniques include:

  • Part-worth utilities – The core output of most conjoint studies, showing how much value consumers assign to each feature level.
  • Regression analysis – Identifies the relationship between product features and consumer preferences.
  • MANOVA (Multivariate Analysis of Variance) – Used to explore how preferences vary across segments or demographic groups.
  • Logit regression – Commonly used in choice-based conjoint to model binary decisions.
  • Conjoint simulation – Forecasts how people might respond to different product combinations, enabling scenario testing and market prediction.

Types of Conjoint Analysis

Different types of conjoint analysis serve different objectives, depending on the complexity of the product and the kind of decisions you’re trying to model. Each format offers unique strengths—and limitations. The three most widely used approaches are:

Ratings-Based Conjoint Analysis
Participants are shown individual product profiles and asked to rate each one using a numerical scale. While this method is straightforward to implement, it’s vulnerable to scale bias—participants may interpret rating scales inconsistently, making it harder to compare responses reliably across individuals.

Ranking-Based Conjoint Analysis
Respondents are asked to rank a series of product profiles in order of preference. This approach delivers a clear hierarchy of choices but offers limited insight into the degree of difference between them. It shows which options are preferred, but not by how much.

Choice-Based Conjoint Analysis (CBC)
The most widely used method today, CBC presents participants with sets of product profiles and asks them to choose the one they’re most likely to buy. It mirrors real-world decision-making more closely than ratings or rankings, capturing the trade-offs consumers actually make. Even product combinations not shown in the survey can be modelled using the resulting data.

Choice-Based Conjoint is particularly valuable because it supports predictive modelling. When set up correctly, it can simulate how consumers would react to new product configurations, helping brands make data-backed decisions about future offerings.

Choosing the Right Attributes and Levels

The strength of a conjoint analysis lies in the attributes you choose to test—those product or service features that truly influence customer decisions. Attributes might include price, performance, screen size, brand, or packaging, depending on your category.

To maintain clarity and statistical reliability, most studies focus on five or six high-impact attributes. Including too many can overwhelm respondents and muddy the data, limiting the usefulness of the results.

Each attribute must be broken down into levels—distinct and realistic variations that reflect the actual choices consumers face. For example:

  • Attribute: Price
    Levels: £200, £350, £500
  • Attribute: Storage Capacity
    Levels: 64GB, 128GB, 256GB

These levels should be spaced far enough apart to reveal meaningful trade-offs. Too-similar options reduce the ability to detect preference shifts.

When defining attributes and levels, consider the following:

  • Relevance to Business Decisions: Focus on the features you’re actively evaluating or could realistically change.
  • Avoiding Bias: Ensure the levels are plausible and balanced to prevent nudging responses in one direction.
  • Market Realism: Keep combinations grounded in what your audience might genuinely encounter.

A well-crafted attribute set creates the foundation for reliable modelling and insight. It enables researchers to simulate buying behaviour, assess product-market fit, and predict how consumers might respond to future offerings.

Stay ahead

Get regular insights

Keep up to date with the latest insights from our research as well as all our company news in our free monthly newsletter.

Designing an Effective Conjoint Survey

Choosing the right attributes is only half the equation. To unlock the full value of conjoint analysis, the survey itself must be meticulously constructed—clear in purpose, intuitive to navigate, and capable of capturing meaningful data. Good design doesn’t just improve response rates; it enhances the depth and reliability of the insights you generate.

Start with the right respondents
A successful conjoint study begins with the right audience. Use screener questions to filter participants who reflect your target market—whether by age, location, income, purchase behaviour, or decision-making role. Including the wrong respondents risks distorting the data and undermining the study’s purpose.

Explain the task clearly
Conjoint surveys require mental effort. A concise, well-worded introduction sets expectations and improves respondent engagement. Participants should understand what they’ll be asked to do, how the choices work, and why their input matters. Clear instructions reduce abandonment rates and yield more thoughtful responses.

Keep the flow logical
Survey flow influences focus. Group related questions together, use consistent formatting, and avoid abrupt changes in layout or tone. A coherent structure helps respondents remain engaged, especially in longer studies that involve repeated comparison tasks.

Use realistic scenarios
Context improves response quality. Rather than abstract prompts like “Which would you choose?”, frame questions in practical, familiar settings. For example:

“You’re looking to upgrade your current phone. If these were your only options, which would you choose?”

Contextual framing mirrors real decision-making and yields more accurate reflections of consumer preference.

End with demographics
Leave demographic and profiling questions until the end. This keeps the main trade-off tasks uninterrupted, ensuring respondents focus fully on the core activity. Demographic data can then be used to segment findings, revealing preference differences across audience types and improving the study’s strategic impact.

Analysing Results and Turning Insight into Action

Once responses are collected, the real value of conjoint analysis comes into focus. This stage is where strategic insight is extracted from what appears to be simple choice data.

By applying statistical techniques, researchers calculate part-worth utilities—numerical values that quantify how much weight consumers place on each product feature or level. These scores uncover which features drive decision-making, and what trade-offs people are genuinely willing to make.

From this, brands can understand:

  • Which attributes have the greatest impact on consumer choice
  • What customers are willing to give up to gain a preferred feature
  • How preferences vary across different demographic or behavioural groups
  • Which product or service combinations are most likely to succeed commercially

Advanced methodologies also enable conjoint simulation, allowing brands to test product configurations that weren’t shown in the original survey. For example, if you’re developing a premium product with features still in concept phase, you can model its likely reception before it hits the market.

These insights directly shape:

  • Product development roadmaps, by highlighting the features that matter most
  • Pricing strategy, based on willingness to pay across segments
  • Marketing messaging, tailored to emphasise high-utility features
  • Investment decisions, supported by robust, data-backed projections

Where traditional research often reveals what people say, conjoint analysis gets closer to what they actually choose—especially when faced with real-world constraints. That distinction is what makes it a powerful tool for brands looking to build, refine, or reposition products with confidence.

Weighing the Pros and Cons of Conjoint Analysis

The true power of conjoint analysis lies in its ability to reveal not just what customers say they want, but how they make decisions when real trade-offs are involved. But like any research method, it comes with strengths and limitations.

ProsCons
Insights into consumer preferences – Helps identify what features customers value most and how they make trade-offs.Limited feature sets – Only a small number of attributes can be tested at once, which may exclude niche or emerging features.
Realistic purchase scenarios – Mirrors real-world decision-making better than traditional surveys.Response bias – Participants may still rely on brand familiarity or assumptions not presented in the test.
Scalable for large samples – Works well with large respondent groups and supports segmentation.Complex analysis – Requires specialised statistical tools and expertise to interpret results effectively.
Cost-effective – Often cheaper than qualitative methods for testing feature combinations.Limited real-world context – Does not fully replicate in-store, online, or social influences on behavior.

How to Run a Conjoint Study: Step-by-Step Workflow

Running a successful conjoint study requires careful planning and execution. From defining objectives to translating results into action, each step builds on the last. Here’s how the process typically unfolds:

Step 1 – Design and Development
Start by clarifying the business question. Then select a manageable set of attributes and levels that reflect real purchase decisions. Write clear survey instructions and program realistic product combinations that participants can evaluate.

Step 2 – Recruitment
Find participants who represent your target audience. Depending on your market, this might involve tapping into online panels, databases, or in-person intercepts.

Step 3 – Data Collection
Launch the survey and monitor progress to ensure high-quality responses. Timelines vary but typically range from a few days to several weeks.

Step 4 – Data Analysis
Apply statistical models to quantify how participants value each feature. This step produces part-worth utilities, identifies feature importance, and enables scenario testing for new product configurations.

Step 5 – Reporting and Action
Translate the data into commercial outcomes: pricing strategies, product bundles, go-to-market plans, and segmentation insights that support more confident decision-making.

Partnering with experts at this stage ensures the outputs are not only statistically sound but also strategically relevant.

Minimizing Bias in Conjoint Analysis

Even the best-designed conjoint study can be undermined by bias if not managed carefully. These steps help protect data integrity:

  • Use a representative sample to reflect your target population.
  • Randomize product profiles and feature order to avoid position effects.
  • Avoid leading or suggestive language that might skew choices.
  • Provide clear instructions so respondents fully understand the task.
  • Offer incentives to increase response rates and attention levels.
  • Conduct a pre-test to catch any confusing wording or design flaws.
  • Triangulate results with qualitative methods like interviews to validate findings.

Attention to these details ensures your conjoint results are a true reflection of customer preferences—not artifacts of survey design.

Industries That Commonly Use Conjoint Analysis

Conjoint analysis is especially valuable in markets where customers must weigh multiple competing features. Common use cases include:

  • Consumer Goods – To optimise packaging, product features, or flavour options.
  • Healthcare – To understand patient or provider preferences for treatment alternatives.
  • Financial Services – To test appetite for bundled products like credit cards or insurance plans.
  • Automotive – To prioritise features such as safety, performance, or technology.
  • Telecommunications – To design plan tiers, hardware options, and value-added services.

These sectors rely on conjoint to navigate complexity and make informed trade-offs in product development.

What Can Conjoint Analysis Help You Achieve?

Used correctly, conjoint analysis becomes a strategic asset. It provides insight that can drive decisions across your organisation:

  • Better Product Design – Identify which features matter most to your audience and build around them.
  • Stronger Pricing Strategy – Understand willingness to pay and adjust pricing to capture more value.
  • Deeper Customer Insight – Reveal how people really make decisions—not just what they claim to prefer.
  • Effective Segmentation – Uncover distinct groups with different trade-offs and tailor your strategy accordingly.
  • Higher Launch Success – Test concepts before they hit the market and prioritise those with the strongest appeal.
  • Confident Decision-Making – Replace guesswork with statistically grounded evidence.

How to Prioritise Product Attributes in Conjoint Studies

Deciding which features to include in a conjoint study is one of the most critical parts of the process. Overloading the survey with too many variables makes results less reliable—and the experience more fatiguing for respondents.

Start with Qualitative Discovery
Use internal workshops, focus groups, or early-stage interviews to identify the features that matter most. Align the findings with your business goals.

Keep It Manageable: 4 to 10 Attributes
The sweet spot for most studies is four to ten attributes. Fewer might miss key trade-offs; more can lead to poor data quality. For example:

  • A smartphone study may test six attributes like battery life, screen size, camera quality, brand, and price.
  • An automotive study might include ten features, such as safety systems, fuel efficiency, and design.

Evaluate Each Attribute Carefully
Only include features that:

  • Show clear variability across levels
  • Can be implemented or changed in your product roadmap
  • Are understood by your audience without ambiguity
  • Have real influence on decision-making

Pilot the Study First
Run a small-scale version to refine language, survey length, and level combinations. This ensures everything is clear before full launch.

Why Fewer Features Yield Better Trade-Off Data

At its core, conjoint analysis is a test of choices. The more attributes you include, the harder it becomes for participants to make realistic trade-offs. This complexity increases survey fatigue and can compromise the quality of your data.

For each chosen attribute, define clear levels that reflect real-world options. For instance:

  • Storage: 64GB, 128GB, 256GB
  • Price: $200, $350, $500

By simplifying the decision set, you force respondents to reveal what matters most. This leads to cleaner statistical models and more reliable insights.

The Conjoint Research Process: From Setup to Insight

Once the attributes and levels are defined, the study moves through a structured research pipeline. While timelines vary, the process typically follows this structure:

Step 1 – Study Design
Clarify the research question, select attributes, draft the survey script, and program the conjoint experiment.

Step 2 – Recruitment
Secure a sample that matches your customer base. Depending on geography and sample size, this may take several days or weeks.

Step 3 – Data Collection
Field the survey and monitor responses in real time to ensure quality and completeness.

Step 4 – Data Analysis
Use models such as part-worth utilities and segmentation to quantify trade-offs and predict market outcomes.

Step 5 – Reporting
Translate the findings into feature priorities, pricing strategies, product bundles, and strategic recommendations.

A rigorous process doesn’t just ensure statistical precision—it helps brands act confidently on the insights uncovered.

Why Work With a Market Research Agency?

While some brands run conjoint studies in-house, working with an experienced research partner like Kadence International brings distinct advantages:

  • Expert Design: We know how to craft meaningful trade-offs and avoid survey fatigue.
  • Advanced Modeling: From segmentation to simulations, we apply advanced techniques to extract deeper insights.
  • Objective Perspective: An external partner brings neutral interpretation—free from internal pressures or bias.
  • Resource Efficiency: We manage recruitment, fieldwork, and analysis so your team can stay focused on strategy.
  • Credibility and Quality: A third-party study often carries more weight with internal and external stakeholders.

Explore our conjoint analysis services or speak with us about tailoring a study for your product or market challenge.

Work with Experts to Maximise Your Impact

Conjoint analysis can unlock the features, pricing, and combinations that truly influence customer decisions—but only when executed with precision. From defining meaningful attributes to designing the right survey and applying advanced analytics, every step requires expertise.

At Kadence International, we’ve conducted conjoint studies across sectors including consumer goods, telecoms, healthcare, and financial services. Our team ensures your study is grounded in sound methodology, free from bias, and focused on outcomes that inform real-world decisions.

Whether you’re testing new product concepts, evaluating pricing strategies, or preparing for market expansion, we help you generate insights that lead to growth.

Explore our conjoint analysis services or get in touch to discuss your next project.

UX (User Experience) refers to the overall experience of a person using a product or service, including how easy or enjoyable it is to use and how well it meets their needs. In market research, UX research helps to understand how users interact with and perceive a product and identify improvement areas.

UX market research is also known as:

  • User experience research
  • User research
  • Human-centred design research
  • User-centred design research
  • Usability research
  • User testing
  • User insights
  • User-centred research
  • Human factors research

CX (Customer Experience) refers to a customer’s overall experience with a company, including their interactions with its products, services, and staff. In market research, CX research is conducted to understand the customer’s perspective of the company and identify areas for improvement to enhance the overall customer experience.

CX research is also known as:

  • Customer experience research
  • Customer satisfaction research
  • Customer insights research
  • Customer-centric research
  • Customer journey research
  • Customer feedback research
  • Customer engagement research
  • Voice of the customer research
  • Customer loyalty research

UX research has been used since the 1980s when computers became more widespread in everyday life. At that time, the focus was on improving computer software and hardware’s usability and making it more accessible to users.

Stay ahead

Get regular insights

Keep up to date with the latest insights from our research as well as all our company news in our free monthly newsletter.

CX research has a longer history, as it has been used in the context of customer service and customer relations for many decades. The idea of CX as a key aspect of a company’s brand and marketing strategy became more prominent in the early 2000s as companies began to realise the importance of creating positive and memorable customer experiences.

As technology has continued to advance and customers have become more discerning, UX and CX have become increasingly important in market research. Companies use UX and CX research to gain insights into their customers’ needs, preferences, and behaviours and to create products and services that meet their expectations.

UX and CX are related but distinct concepts in business and market research. UX and CX are both important aspects of business and market research, but they have different goals, focuses, and outcomes. Both are crucial for ensuring customer satisfaction and driving business success.

  1. Definition: UX refers to the overall experience of a user with a product, including the usability, accessibility, and desirability of the product. CX, on the other hand, refers to the entire customer journey, from initial engagement with a brand to post-purchase customer service.
  2. Focus: UX research focuses primarily on the design and functionality of the product, while CX research looks at the entire customer experience, including interactions with customer service and the brand.
  3. Methods: UX research typically involves usability testing, user research, and surveys, while CX research may also involve customer surveys, interviews, and customer journey mapping.
  4. Goals: The goal of UX research is to improve the design and functionality of the product to create a better user experience, while the purpose of CX research is to improve the overall customer experience and build customer loyalty to the brand.
  5. Outcome: The outcome of UX research is improved product design and functionality, while the result of CX research is increased customer satisfaction and loyalty.

UX and CX research can be either qualitative or quantitative, depending on the research objectives and the type of data collected.

Quantitative UX and CX research often involve surveys, online polls, and other forms of data collection that generate numerical data, which can analyze and identify patterns and trends.

Qualitative UX and CX research typically involve more in-depth, exploratory methods such as interviews, focus groups, and observation. This type of research is designed to gain a deeper understanding of customers’ thoughts, emotions, and experiences with a product or service.

Brands may conduct UX or CX research to understand their customers better and improve their products or services. Here are some signs that a UX or CX research study may benefit a brand:

  • Customer Feedback: If the brand receives a large number of negative comments or complaints from customers about the user experience or customer experience, it may be a sign that a research study is needed.
  • Low Customer Satisfaction: If the brand’s customer satisfaction scores are low, it may indicate that there is room for improvement in the customer experience.
  • High Customer Churn: If the brand has a high customer churn rate, or if customers are not returning to use their products or services, it may be a sign of a problem with the customer experience.
  • Competitor Advantage: If competitors offer better user or customer experiences, research can help the brand understand how it can improve to remain competitive.
  • Product Development: If the brand is developing a new product or service, UX or CX research can provide valuable insights into the needs and preferences of the target customer.

Consider the tables below for a smartwatch to show further the differences and parallels in UX and CX market research.

user experience study
customer experience study

Examples of UX Research Questions

While there are some similarities in how UX and CX market research is conducted, the questions are often very different.

UX questions help to identify areas for improvement in the product and provide valuable insights into the user experience. The answers to these questions can inform design and development decisions to create a better user experience and improve customer satisfaction.

Here are some examples of research questions that might be asked in a UX market research study:

  1. How easy or difficult is it for users to navigate the interface of the product?
  2. How intuitive is the product design and layout?
  3. How well do the features of the product meet the needs of users?
  4. Are any areas of the product that could be clearer or easier to use?
  5. How efficient and effective is the product in performing its intended tasks?
  6. How satisfied are users with the overall user experience of the product?
  7. What are the users’ expectations of the product, and how well does the product meet those expectations?
  8. Are there any frustrations or pain points with the product that users would like to see improved?
  9. Are there any unmet needs or desires for new features users would like to see added to the product?
  10. How does the product compare to similar products in terms of user experience?

Examples of CX Research Questions

Conversely, CX research questions help to identify areas for improvement in the customer experience and provide valuable insights into customer needs and preferences. The answers to these questions can inform customer-focused initiatives and drive business success.

Here are some examples of research questions that might be asked in a CX market research study:

  1. How easily can customers find information about the product and make a purchase?
  2. How satisfied are customers with the purchase process, including delivery and payment options?
  3. How well does the company handle customer service inquiries and issues?
  4. How satisfied are customers with the post-purchase customer service experience?
  5. How well does the company meet customer expectations for product quality and performance?
  6. How do customers perceive the brand, and how does this affect their loyalty to the brand?
  7. What factors influence customer satisfaction with the product and overall customer experience?
  8. How does the customer experience with the product compare to similar products in the market?
  9. How well does the company understand and address the needs and preferences of its customers?
  10. How well does the company handle customer feedback and incorporate it into product development and customer service initiatives?

While UX and CX have different business area focuses, several research methodologies are complementary. By incorporating these complementary areas into UX and CX research, companies can gain a more comprehensive understanding of their customers and users and make informed decisions about product design and customer experience.

These include:

  1. Brand Research: Brand research focuses on the reputation and perception of a brand, which can impact the overall customer experience.
  2. Customer Segmentation: Customer segmentation helps to identify different customer groups and understand their needs, preferences, and behaviours, which can inform UX and CX research.
  3. Voice of the Customer (VOC): Voice of the customer research involves collecting customer feedback and opinions about products, services, and the overall customer experience, which can inform UX and CX research.
  4. User Persona Development: User persona development involves creating detailed profiles of typical users, which can help to inform UX design and CX strategies.
  5. Surveys: Surveys can be used to gather data and feedback from customers and users, which can inform UX and CX research.
  6. Behavioral Analysis: Behavioral analysis involves observing and analyzing user behaviours, which can inform UX design and CX strategies.
  7. Customer Journey Mapping: Customer journey mapping involves mapping out the different stages of the customer journey and understanding customer needs, preferences, and behaviours at each stage, which can inform UX and CX research.

Why should brands monitor UX and CX collectively?

UX and CX are important to monitor because they play a crucial role in determining the success and competitiveness of a company in today’s market. 

Monitoring UX and CX provides several benefits, including:

Customer Satisfaction: Monitoring UX and CX helps companies understand customer needs, preferences, and satisfaction and improve the customer experience to increase customer satisfaction.

Improved User Experience: Monitoring UX helps companies understand user behaviours and preferences and make improvements to the design and functionality of their products to enhance the user experience.

Increased Loyalty and Retention: A positive customer experience leads to increased customer loyalty and retention, which is essential for long-term business success.

Better Business Decisions: Monitoring UX and CX provides valuable insights into customer and user behaviours and attitudes, which can inform better business decisions.

Competitive Advantage: Brands that prioritise UX and CX can differentiate themselves from their competitors and gain a competitive advantage in their market.

Increased Revenue: Companies that invest in UX and CX can increase customer satisfaction and loyalty, leading to increased revenue.

The frequency of UX and CX research can vary depending on several factors, such as the size and complexity of the product or service, the target audience, the research goals, and the research budget available.

For UX research, it is common to conduct user testing and research at crucial stages of the product development cycle, such as during prototyping, before launching a new product or feature, or when making major updates to an existing product. The frequency of UX research can range from one-off studies to ongoing research and testing.

For CX research, companies may conduct studies regularly, such as annually or bi-annually, to track customer satisfaction and feedback over time. This type of research can also be undertaken after key customer interactions, such as after a purchase or customer service interaction, to gather real-time feedback.

In general, it is recommended that companies continuously monitor and gather data on both UX and CX to make informed decisions and improve their products and services over time.

If you would like to improve your user or customer experience, Kadence International would love to assist. Simply, get in touch or submit a research brief.

You must start market research with a plan. The research design is the strategy that answers your research questions. It sets the tone for how you gather and analyze data. 

What is Research Design?

Research design is the framework or conceptual structure within which research is carried out. It includes the research elements, methodologies, and processes the researcher uses to conduct a study. It allows researchers to set themselves up for success.

There are three main types of designs for research:

  • Data collection
  • Measurement
  • Analysis

The research design used is based on the organisation’s problem, and researchers select the tools and techniques during the design stage of the study.

A market research study aims to uncover the unknown or confirm assumptions and provide accurate and unbiased insights so they can be used for decision-making.

Here are the main characteristics of sound research design:

Stay ahead

Get regular insights

Keep up to date with the latest insights from our research as well as all our company news in our free monthly newsletter.


1. Objectivity

The research findings should be objective so more than one person agrees with the results. 

2. Reliability

If a similar research study is carried out repeatedly in a similar setting, it should yield similar results. The research results depend on how reliable the research design is. The way research questions are framed is crucial to the process.

3. Validity

Any measuring device is valid if it only measures what is expected to be measured.

4. Generalisation

The information collected from a given sample should be representative and applied to a larger group from which the sample is drawn. 

Research Design Elements

Research design creates an impact when it is unbiased and increases trust in the accuracy of the data collected. The essential elements of research design are:

  1. An objective purpose statement
  2. List of techniques to be implemented for collecting and analyzing data
  3. The methods applied for analyzing data
  4. The type of research methodology utilised 
  5. Possible objections to research
  6. Settings for the research study
  7. Timeline
  8. Measurement of analysis

Research Design Types

The design of a research analysis can be broadly classified into quantitative and qualitative.

Qualitative research

Based on psychology, sociology, and anthropology principles, qualitative research is a market research method that obtains information and data using open-ended and conversational communication. It reveals what people think and the why behind their beliefs and behaviours. 

Frequently used qualitative research methods:

  • One-to-one Interviews
  • Focus Groups
  • Ethnographic Research
  • Case Studies
  • Record-Keeping

Quantitative research

It is for cases where statistical conclusions to collect actionable insights are essential. Numbers provide a better perspective for making critical business decisions. Quantitative research methods are necessary for the growth of any organisation. Insights drawn from complex numerical data and analysis prove to be highly effective when making decisions about the business’s future.

There are many instances where brands need quantifiable data to make decisions. Quantitative research is a methodical exploration of phenomena by gathering quantifiable data from existing and potential customers using sampling methods, like sending out online surveys, online polls, and questionnaires.

You can further break down the types of research design into the following categories:

Descriptive research

When conducting this type of research, a researcher describes a situation or case. The researcher collects, analyzes, and presents collected data to provide insights into the why and how of the study.

Experimental research

This type of research is conducted using two sets of variables. The first set serves as a constant, which you use to measure the differences between the second set. It establishes a relationship between the cause and effect of a situation.

For instance, researchers may want to observe the influence of an independent variable, such as a price, on a dependent variable, such as brand loyalty. 

  • Pre-experimental research design
  • True experimental research design
  • Quasi-experimental research design

Correlational research

Unlike experimental research, correlational research is non-experimental and looks for variables that interact with each other. When one variable changes, you can infer how the other variable will change. There are three types of correlational research:

  • Positive correlation,
  • Negative correlation,
  • No correlation

Diagnostic Research

In this research, the researcher evaluates the underlying cause of a defined problem or subject. This type of design usually has three important parts:

  • The inception of issue
  • Diagnosis of issue
  • Solution for the issue

Explanatory research

This type of research investigates and explores something that has not been studied before or is yet to be explained well enough.

Explanatory research is responsible for finding the events’ what, why, and how by establishing cause-effect relationships.

There are four types of explanatory research: 

  • Literature research
  • In-depth interviews
  • Focus groups,
  • Case studies

Research studies should be designed with the end in mind. The research design must be planned and methodical like any other project to get the desired, accurate, and unbiased results. 

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.

We live in the experience economy, meaning brands no longer only compete on the quality of their products but also their impact on consumers. In the experience economy, experiences are first, products and services second.

First coined by economists B. Joseph Pine II and James H. Gilmore in 1998, the experience economy describes an economy where “goods and services are sold by emphasizing the effect they have on people’s lives.” 

In the experience economy, customer experience (CX) and user experience (UX) has become a critical differentiator for brands that get it right. However, Pines makes an important point when he says most brands equate CX to good service, which is good, “but rarely does it rise to the level of memorability.”

A brand may do a great job of making things easy and convenient for consumers, which is ideal, but it needs to create a distinctive memory to be considered a memorable experience. 

There have been shifts in consumer behaviour, and they will purchase experience over material things. This is especially true for Millennials and Gen Zers. Psychologists have a good explanation for this shift. They believe experiences make people happier over the long term than material things. This is because experiences stay in our memories longer, give us better stories than material things, and help us form meaningful social connections and relationships that are key to happiness and health. For this reason, brands that nurture human experiences will grow faster than their competitors, who do not build unique, memorable events. 

The importance of building a customer-centric business.

According to studies, customer-centric brands are 60 percent more profitable than those not focused on the consumer’s needs and wants. 

Stay ahead

Get regular insights

Keep up to date with the latest insights from our research as well as all our company news in our free monthly newsletter.

Research also shows that 74 percent of consumers are likely to buy based on experiences alone. The good news is that most companies and business leaders (89 percent) consider customer experience to be directly linked with loyalty and retention. However, only about 20 percent believe these brands to be customer-centric. Studies show a gap between brand promise and customer experience because organizations focus more on brand awareness. The reality of the market today is that brand experience management helps improve brand awareness. 

So, what exactly is brand experience management?

Brand experience management refers to the discipline of managing, strategizing, measuring, controlling, and influencing every aspect of customer engagement and interaction with a brand. 

Brands that get experience management right see higher revenues, stronger brand resonance, and happier, more loyal customers. In today’s marketplace, organizations have less time, more communication channels, and tighter competition, so brand experience management is essential to cut through the noise. It also aligns with your brand’s promise to match the customer experience. It can close the gap between the brand’s promises and the customer’s actual experiences. 

Disney is, without a doubt, one of the earliest examples of brand experience management. 

Disney has an impressive lineup of products and services that deliver exceptional brand experiences, including theme parks, movies, merchandise, and media content. 

The brand has garnered a loyal following by creating immersive and engaging experiences and content across multiple touchpoints.

For instance, as guests enter Disney theme parks, they are instantly transported to a magical world with the type of memorable experiences Pines refers to in his definition of experience management. Disney’s unwavering attention to detail in every project and engaging storytelling contribute to its brand value and experience. Disney also transcends generations in its appeal and has a loyal consumer base across all ages.  Disney’s consistent emphasis on creating a customer-centric brand and delivering an exceptional experience has made it the ultimate example of brand experience management.

Organizations need to move from brand management to brand experience management to win over consumers looking for a sweet spot between value, quality, convenience, and emotional experience. 

Where is the experience data to manage brand experience?

To manage experience data, brands need reliable, real-time experience data to show how customers feel about your brand (in the moment) and identify any experience gaps. Markets move quickly, and when brands collect old and outdated data, it doesn’t help them make the right decisions. 

Examples of brands getting it right.

Brands are working hard to ensure they delight their customers and never disappoint them because they understand how a great customer experience can build or break their brand, directly impacting brand value, customer loyalty, and revenue. 

The Heineken Experience in Amsterdam is an excellent example of how a brand can create memorable experiences. Through its self-guided tour, visitors get an inside look at the beer brand and learn about its heritage, history, brewing process, and innovations and get a taste of the beer. 

The building has more than 1,000 visitors a day.

Companies in the service industry are at the forefront of the experience economy. Restaurants are playing with themes and recipes to add that layer of experience wherever they can. 

Le Petit Chef, a culinary experience, is an example of a brand taking it to the next level. Using visual mapping technology, the world’s smallest chef “cooks” your food on your table. 

Photo credit: herfavfood.com

Although like any restaurant, the actual dish is prepared in the kitchen by real staff, guests are treated to an immersive show with custom animations. The animation on the table varies based on the story, but the tabletop transforms into a landscape and features Le Petit Chef working hard to grow your food, prepare it, and put it on your plate.

How can brands develop and measure their CX through research?

Define what the ultimate experience should be.

Brands that create excellent customer experiences first define what that experience looks like and work backwards. Once a brand understands what it wants to be known for, it can then initiate the values and strategies to achieve that vision. 

CX is an organization-wide function. 

CX continues beyond the leadership level. Business leaders must communicate the vision to everyone in the organization. Everyone should be excited about the CX’s why, what, and how, as defined by the brand, from IT to sales, marketing, and Human Resources. 

Metrics used to measure CX

There are five broad types of research used to measure CX. 

  1. Customer satisfaction (CSAT). This is the best place to start, as CSAT captures survey questions explicitly asking about satisfaction or measures implicit metrics, such as reviews, ratings, delivery statistics, or mystery shopping scores.
  2. Advocacy/reputation/brand. These metrics are important because they show how willing customers would be to recommend a product, service, or brand to others. Social media sentiment scores, online reputation, trust scores, and event participation are good ways to gauge these metrics.
  3. Consumer loyalty. Customer retention and churn are more retrospective and measure the average consumer engagement period. They can also show the likelihood of a customer staying with a brand. These can be measured through loyalty program participation levels, buying frequency, loyalty program participation, average order size, and repeat orders.
  4. Employee engagement. Customer experience has to be an organization-wide effort. Many organizations ignore this important metric. Employee engagement is a significant concern in providing CX advancements.
  5. Brand promise and customer experience gaps. When a product or service does not align with the brand promise, the customer experience is poor, no matter what.
     

Putting experience insights into action.

Brands need suitable systems in place to pull the experience data so it can lead to insightful action. With the appropriate procedures in place, brands can immediately apply the insights they get from their data to action. For this to happen, customer feedback should be directed to the right people. This feedback is looked at with sales data and marketing spending so business leaders can connect the dots and measure the impact of their initiatives. 

When everyone in the organization is responsible for brand experience management, and systems are in place along with real-time data, the organization develops a brand experience mindset, which leads to long-term growth. 

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. Fill out our Request for a Proposal here.

Biometrics refers to identifying individuals based on their unique physical or behavioural characteristics, such as fingerprints, facial recognition, voice recognition, and iris recognition. By utilizing biometrics, companies can gain valuable insights into consumer behaviour, leading to more informed marketing decisions and improved strategic outcomes.

The market size of the biometrics industry is growing rapidly, with projections for continued growth in the coming years. According to a report by MarketsandMarkets, the global biometrics market size was valued at $17.76 billion in 2019 and is expected to reach $69.28 billion by 2024 at a compound annual growth rate (CAGR) of 31.3% during the forecast period.

In terms of functionality type, the biometrics market is segmented into fingerprint recognition, facial recognition, iris recognition, voice recognition, and others. Fingerprint recognition is the largest segment, accounting for a significant market share, followed by facial recognition.

Growth expectations for the biometrics market in the next 5 to 10 years are positive, with an increasing demand for biometric technologies in various industries, such as government, finance, healthcare, and consumer electronics. The growth is driven by factors such as increased security concerns, the adoption of biometric technologies for authentication and identification, and the increasing use of biometric technologies in mobile devices and wearable devices.

Stay ahead

Get regular insights

Keep up to date with the latest insights from our research as well as all our company news in our free monthly newsletter.

In market research, biometrics can be used in several ways, including:

  • Measuring consumer engagement and emotions towards specific products or advertisements.
  • Assessing preferences and attitudes towards different products, brands, and advertisements.
  • Personalizing marketing messages and experiences based on consumer behaviour, preferences, and emotions.
  • Improving the accuracy of consumer data by combining biometric data with traditional market research methods.
  • Evaluating the effectiveness of marketing campaigns and advertisements.

Biometrics in market research can be considered both quantitative and qualitative. On the one hand, the biometric data collected is often numerical, such as heart rate, eye-tracking patterns, or skin conductance levels. This numerical data can be analyzed using statistical methods and provide a quantitative measure of a participant’s physiological response.

On the other hand, biometrics can provide qualitative insights into a participant’s emotions and attitudes. For example, researchers can use biometrics to measure changes in physiological responses as a participant views different advertisements, products, or brand messages. These changes in physiological responses can indicate how the participant feels about the content they are viewing.

Even though tastes and preferences are individual and subjective, biometrics can provide valuable insights into intentions and emotions that can help brands develop better products. By measuring physiological responses, such as facial expressions, eye movements, heart rate, and skin conductance, biometrics can provide a more objective understanding of consumer reactions to products, advertisements, or packaging.

For example, a brand might use biometrics to test the effectiveness of different product packaging designs or advertising campaigns. By measuring participants’ physiological responses as they view different designs or advertisements, the brand can gain insights into which designs elicit the strongest emotional responses and are, therefore, more likely to be successful with consumers.

Similarly, biometrics can test the sensory attributes of food and beverage products, such as flavour, texture, and aroma. By measuring participants’ physiological responses as they taste different products, brands can gain insights into which products are most appealing and preferred by consumers.

What types of technology are available for biometric research?

The types of technology used in biometrics market research include:

  1. Facial recognition technology uses cameras and software to analyze facial expressions and emotions, such as smile intensity and eye movements.
  2. Electroencephalography (EEG) technology uses electrodes placed on the scalp to measure brain activity, providing insights into consumer engagement and attention levels.
  3. Galvanic Skin Response (GSR) technology measures changes in skin conductance, which is related to the activity of sweat glands and is used as a measure of emotional arousal.
  4. Eye-tracking technology uses cameras and software to track eye movements and gaze patterns, providing insights into where participants are looking and focusing.
  5. Heart rate variability (HRV) technology measures changes in heart rate and assesses emotional states such as excitement, stress, and anxiety.

What are the advantages of biometrics?

Using biometric technology has several advantages over other forms of market research, including:

  1. Objectivity: Biometrics measures physiological responses, which are less susceptible to conscious or unconscious bias than self-reported data, such as surveys or focus groups.
  2. Real-time feedback: Biometrics can provide real-time feedback about participant responses to products, advertisements, or other stimuli, allowing researchers to gain insights into consumer behaviour more quickly and accurately.
  3. Non-intrusive: Unlike traditional research methods, such as surveys or interviews, biometrics does not rely on self-reported data, which can be affected by social desirability bias.
  4. Ability to detect unconscious reactions: Biometrics can detect unconscious reactions that may be difficult to uncover through other research methods, such as implicit biases or emotions that are not consciously acknowledged.
  5. Improved accuracy: By combining multiple physiological measures, such as heart rate, skin conductance, and facial expressions, biometrics can provide a more accurate picture of participant reactions to products or advertisements.
  6. Complementary to other research methods: Biometrics can complement other research methods, such as surveys or focus groups, by providing objective data to support or challenge findings from these other methods.
  7. Flexibility: Biometrics technology can be used in various research settings, including in-person, remote, or mobile studies, making it a flexible tool for market researchers.

What are the limitations of biometrics when conducting research studies?

While biometrics has many advantages, it is important to note that it is not a perfect research method and can have limitations, such as technical issues or participant discomfort. Brands should carefully consider the advantages and limitations of biometrics and use it in conjunction with other research methods to gain a comprehensive understanding of consumer behaviour.

While biometrics can provide valuable insights into consumer behaviour and preferences, it may only be suitable or relevant for some industries.

Industries that commonly use biometrics in market research include:

  1. Consumer goods: Companies that manufacture and sell consumer goods, such as food and beverages, personal care products, and home appliances, use biometrics to better understand consumer preferences and emotions towards their products.
  2. Technology: Companies in the technology industry, such as smartphone manufacturers and software companies, use biometrics to evaluate consumer engagement and satisfaction with their products.
  3. Advertising and media: Advertisers and media companies use biometrics to measure consumer engagement toward advertisements and determine campaign effectiveness.
  4. Healthcare: The healthcare industry uses biometrics to assess consumer engagement and emotions toward medical devices, drugs, and other healthcare products.

Industries that may not benefit from biometrics market research include:

  1. Industries with low consumer engagement: Industries with low consumer engagement, such as B2B businesses and industrial goods, may not benefit from biometrics research as the insights gained would not be relevant to their target audience.
  2. Industries with limited technology access: Industries with limited technology access, such as rural areas, may not benefit from biometrics market research as the necessary biometric sensors and technology may not be available.
  3. Industries with privacy concerns: Industries that handle sensitive information, such as the financial and legal industries, may not benefit from biometrics market research due to privacy concerns and regulations surrounding the use of biometric data.
  4. Industries with low consumer participation rates: Industries with low consumer participation rates, such as luxury goods, may not benefit from biometrics market research due to the limited pool of data available.

While biometrics can provide valuable insights, companies must also consider the five disadvantages or limitations below:

  1. Privacy concerns: The use of biometric data raises concerns about the privacy of consumer information and the potential for misuse.
  2. Technical challenges: Biometric sensors can be expensive and may require specialised technical expertise to use effectively.
  3. Inaccurate data: Biometric data can be subject to errors and inaccuracies, leading to incorrect conclusions.
  4. Limited applications: Biometrics may only be suitable for some types of market research and may not provide relevant insights in certain situations.
  5. Resistance to adoption: Some research participants may resist using biometric technology, leading to low participation rates and a limited data pool.

How inaccurate is biometric technology when used in market research?

Biometric technology can be inaccurate. 

One of the earliest forms of biometrics is a polygraph test. A polygraph, also known as a lie detector, measures physiological responses to questions to determine if a person is telling the truth. However, polygraphs are not considered 100% accurate, and the results are generally not admissible in court due to their inherent limitations and the potential for operator bias.

Even so, brands should still consider biometrics as a viable form of market research for several reasons. Firstly, biometrics technology has advanced significantly in recent years. Many modern biometric methods, such as facial recognition and eye tracking, are considered more reliable than older methods, such as polygraphs. Secondly, while polygraphs are often used in forensic or legal settings where accuracy is critical, the purpose of biometrics in market research is usually to gain insights into consumer behaviour and preferences, where the focus is less on accuracy and more on identifying patterns and trends.

Also, biometrics technology can provide a more natural and non-invasive method of collecting data than traditional survey methods and provide insights into unconscious or implicit responses that may not be captured through self-reported data. This can lead to more meaningful and actionable insights for companies and brands looking to improve their products and marketing strategies.

Some of the factors that can impact the accuracy of biometric data include the following:

  1. Technical limitations: Some biometric technologies, such as facial recognition, can be impacted by lighting conditions, camera quality, and the position and orientation of the participant’s face.
  2. Interference from external factors: Biometric sensors can be impacted by external factors, such as movement, sweating, and changes in skin conductance.
  3. Participant bias: Participants may alter their behaviour or emotions in response to being monitored, leading to inaccurate data.

There have been instances where biometric technologies, particularly facial recognition, are less accurate for specific racial and ethnic groups. Studies have shown that facial recognition technologies are less accurate in identifying individuals with darker skin tones, leading to a higher rate of false positive identifications. Similarly, there have been instances where facial recognition technologies are less accurate in identifying individuals from certain racial and ethnic groups, such as Asian and African Americans. 

Racial bias in biometrics is a genuine concern. Some biometrics technologies, such as facial recognition algorithms, have been shown to have higher error rates for people with darker skin tones or those from different racial or ethnic backgrounds. For example, a 2019 MIT and Stanford University study found that three commercially available facial recognition algorithms had higher false positive rates for people with darker skin tones than those with lighter skin tones.

By taking the following steps, researchers can reduce the risk of racial bias in their biometric market research studies and ensure that their findings are accurate and representative of the populations they are studying.

  1. Use diverse data sets: When developing or testing biometric algorithms, researchers should use a diverse data set that includes people from different racial and ethnic backgrounds to ensure the algorithms accurately measure physiological responses across a wide range of populations.
  2. Validate results: Researchers should validate their findings by comparing biometric data to other forms of data, such as self-reported data, to ensure any biases are identified and addressed.
  3. Be transparent: Researchers should be transparent about their methods and results, including any limitations or limitations of the technology used.
  4. Work with experts: Researchers should work with experts in biometrics to ensure their study design and results are valid and reliable.
  5. Continuously monitor and update: Researchers should constantly monitor and update their biometric algorithms to ensure that they are free from racial biases and accurately capture physiological responses across diverse populations.

In addition, by following the following best practices, researchers can increase the accuracy of the data collected from biometrics studies and gain more reliable insights.

  1. Use validated, and reliable biometric technologies: Researchers should choose biometric technologies that have been validated and are known for their reliability and accuracy.
  2. Control for external factors: Researchers should ensure that the environment and conditions during the study are consistent and controlled for external factors that could impact the data collected.
  3. Use multiple biometric technologies: Researchers can use various biometric technologies, such as facial recognition, EEG, and heart rate variability, to cross-validate the data collected and increase the accuracy of the insights.
  4. Ensure participant comfort: Researchers should ensure that participants are comfortable and relaxed during the study, as stress or discomfort can impact the accuracy of the data collected.
  5. Use statistical analysis to validate the data: Researchers can use statistical analysis techniques, such as regression analysis and hypothesis testing, to validate the data collected and ensure its accuracy.

How can researchers address privacy concerns when collecting biometric data?

Market researchers can help reduce privacy concerns and build trust with participants by taking these steps. It is also crucial for researchers to stay up-to-date with relevant privacy laws and regulations, such as the General Data Protection Regulation (GDPR) in Europe, to ensure that they follow best practices for privacy protection. 

The following steps should be actioned when conducting any research study, including biometric market research.

  1. Obtain informed consent: Participants should be fully informed about the study and what data will be collected and allowed to opt in or out of the study. Participants should also be informed about who will access their data and how it will be used.
  2. Secure data storage: Companies should store participant data securely using encrypted databases and secure file transfers. They should also have appropriate security protocols to prevent unauthorised access to participant data.
  3. Data protection and privacy policies: Companies should have clear data protection and privacy policies outlining their practices for collecting, storing, and using participant data. Participants should be informed about these policies and be able to access them if they have questions or concerns.
  4. Data anonymisation: Researchers should consider anonymizing participant data whenever possible by removing personally identifiable information (PII) from the data set. This helps to protect participant privacy while still allowing the data to be analyzed for research purposes.
  5. Data destruction: Brands should have a plan to destroy participant data when it is no longer needed. This helps to prevent participant data from falling into the wrong hands and being misused.

How to run a biometrics study

When conducting biometrics research, the appropriate sample size will depend on the specific research question, the technology used, and the desired level of precision. Generally, a sample size of at least 50 participants is recommended for biometrics market research, although larger sample sizes may be necessary for more complex studies.

The typical steps taken when conducting a biometrics market research study include:

  1. Defining the research question and objectives
  2. Selecting the appropriate biometric technologies
  3. Recruiting and screening participants
  4. Running the study and collecting data
  5. Analyzing the data
  6. Interpreting the results and drawing conclusions
  7. Reporting the results

The timeline for each stage can vary depending on the complexity of the study, the technologies used, and the sample size. For example, a simple biometrics study with a small sample size and a single biometric technology may take several weeks. In contrast, a larger, more complex study with multiple biometric technologies may take several months.

The duration of the actual biometrics study can also vary widely depending on the specific research objectives and the study’s complexity. A simple biometrics study with a small sample size and a single biometric technology may take several hours to complete. In contrast, a larger, more complex study with multiple biometric technologies and a large sample size may take several days or weeks.

When recruiting participants for a biometrics study, there are several strategies that brands can use:

  1. Online panels: Online panels are a popular option for recruiting participants for biometrics studies. Brands can use online panel providers to reach a large, diverse pool of participants and target specific demographics or psychographic groups.
  2. Social media: Brands can use social media platforms, such as Facebook, Twitter, and Instagram, to reach a large and diverse audience and recruit participants for biometrics studies.
  3. In-person recruitment: Brands can also recruit participants for biometrics studies in-person, such as at shopping malls, trade shows, or other public events.
  4. Employee recruitment: For internal biometrics studies, brands can recruit employees as participants. This can be an efficient and cost-effective way to recruit participants, as well as a way to build support and engagement among employees.

Regardless of the recruitment strategy used, brands need to communicate the purpose of the study and the compensation offered to participants to ensure that participants are well-informed and motivated to participate. 

Participants in biometrics research studies are typically compensated for their time in various ways, including cash, gift cards, merchandise, or reward points. The exact compensation offered to participants will depend on several factors, including the duration of the study, the level of effort required of participants, and the target audience.

For example, suppose the study involves a simple task that takes only a few minutes to complete. In that case, participants might be compensated with a small cash incentive or a discount on products. Participants might be offered a larger cash incentive or a gift card to a popular retailer for longer or more complex studies requiring a more significant time commitment.

In some cases, participants might be compensated with additional benefits, such as early access to new products or the opportunity to participate in exclusive events or promotions.

Before embarking on a biometrics market research study, a brand should consider the following:

  1. Objectives: Clearly define the research objectives and the information the study intends to gather. This will help determine the type of biometrics technology to be used and the most appropriate research design.
  2. Study design: Consider the study design, including the sample size, recruitment process, and data collection methods. The design should be appropriate for the research objectives and provide a representative sample of participants.
  3. Expertise: Consider the expertise of the market research firm or team conducting the study and their experience with biometrics technology and research methods.
  4. Technology: Evaluate the biometrics technology, including its accuracy and reliability, and ensure that it is appropriate for the study objectives.
  5. Privacy and consent: Ensure that privacy concerns are addressed and that participants are fully informed about the study and the data collection process. Obtain informed consent from participants and comply with relevant privacy regulations.
  6. Budget: Consider the cost of the study and ensure that the budget is appropriate for the research objectives and the technology used.
  7. Data analysis and interpretation: Consider the data analysis and interpretation methods to be used and ensure they are appropriate for the research objectives.

An example of a biometrics research study using a new flavour of soft drink could be as follows:

  1. Participants are recruited and asked to taste the new flavour of soft drink while wearing biometric sensors that measure their physiological responses, such as heart rate, skin conductance, and facial expressions.
  2. The biometric data is analyzed to determine the participants’ emotional responses to the new flavour, including excitement, happiness, and pleasure levels.
  3. Participants complete a traditional survey to rate their enjoyment of the new flavour and provide feedback on its taste, aroma, and appearance.
  4. The data from the biometric sensors is compared to the results of the survey to determine if there is a correlation between the participants’ physiological responses and their self-reported enjoyment of the new flavour.
  5. The study results are used to inform decisions about the marketing and distribution of the new flavour, including target demographics, pricing, and promotional strategies.
  6. The insights gained from the biometric data can also be used to improve the formula and packaging of the new flavour, helping to ensure its success in the marketplace.

Why should a brand outsource its biometrics research study?

Outsourcing a biometrics market research study has several potential benefits, including:

  1. Expertise: Outsourcing to a specialised market research firm can provide access to experienced biometrics professionals with the expertise and knowledge to conduct the study effectively.
  2. Cost savings: Outsourcing can help reduce costs associated with the study, as the research firm can leverage its existing resources and technology to minimise expenses.
  3. Time savings: Outsourcing the study can free up time and resources that can be devoted to other aspects of the business.
  4. Access to cutting-edge technology: Outsourcing to a market research firm specializing in biometrics can provide access to the latest technology and tools for conducting the study, ensuring that the data collected is accurate and reliable.
  5. Focus on core business: Outsourcing the study allows the company to focus on its core business activities rather than dedicating time and resources to conducting the study internally.

Choosing the right market research agency is essential, as not all market research firms have the same level of expertise or experience in conducting biometrics research. Kadence International has more than 30 years of global market research expertise and would welcome the opportunity to discuss your next biometrics research project.

Emerging Trends in the Global Beverage Industry is an in-depth guide providing insights into key trends shaping the alcoholic beverage category in the U.S., U.K., Singapore, Japan, Indonesia, China, Thailand, Vietnam, and the Philippines, with examples and case studies from leading global brands. 

This report is for beverage brands, retailers, distributors, investors, bars, restaurants, and anyone in the business of quenching a consumer’s thirst for innovative beverages.

This is a summary of all five emerging trends in the report and how brands globally keep up with dramatic shifts in consumer tastes and preferences and the stiff competition in the beverage industry.

Trend 1: Booze without the buzz. 
The rise of no-to-low alcohol

As younger generations shun alcohol or reduce consumption, the low-to-no-alcohol (LNA) trend is here to stay.

Moderation, health, wellness, and a thirst for innovative flavours drive growth in this sub-category, and consumers are willing to pay for high-end innovative, non-alcoholic spirits.

Download the full report to find out how much the millennial share of alcohol drinkers has dropped in just one year.

Stay ahead

Get regular insights

Keep up to date with the latest insights from our research as well as all our company news in our free monthly newsletter.

Apart from big brands, the global market is deluged with new, independent entrants. Read the full report to discover the brands in the LNA category and how they are responding to the sober curious movement.

Also, read the case study of a brand that sowed the seeds for the LNA category. 

Trend 2: Spirit-based ready-to-drink beverages.
RTDs create a stir in the beverage industry

The demand for RTDs continues to grow, especially among younger consumers.

Variety, taste, and convenience are driving demand. The category includes hard seltzers, canned wines, ready-to-drink cocktails, hard coffee, hard tea, kombucha, wine spritzers, and coolers.

Download the report to discover why RTDs cater to the millennial lifestyle and how brands are delivering. Also, learn how Suntory is combatting low beer sales in Japan. 

In our case study, we look closely at what made the US-based hard seltzer White Claw become a pop culture icon. 

Trend 3: The Shift to drinking smart. 
Low-cal, plant-based, and gluten-free options

Low-calorie or zero-carb drinks may cater to a different target audience than the no-to-low-alcohol beverage category.

These consumers are mindful of their caloric intake but may not be as concerned with the amount of alcohol they drink.

In response to the health-conscious consumer, a leading beer brand added transparency by adding a nutrition label on its pack. Also, explore a soy-based alcoholic brand, how it uses a nutritious by-product to create an innovative drink, and how Skinnygirl catapulted into a leading RTD brand. 

Trend 4: Unlocking Craft Alcohol.
The popularity of mall-batch wine, spirits, and beer

This trend toward premiumization is a hot trend we will see well into the future. 

In most industries, the major growth areas have been for premium products catering to niche consumer segments. The alcoholic beverage segment is no exception, and brands are catering to evolving tastes by improving their beverages through better craftsmanship and innovative flavours.

The growing demand for craft spirits is expected to be the primary trend in the future, even as we move into a downturn. 

Also, discover how countries like Thailand and India are growing their wines. And if you have heard about the hype behind George Clooney’s famous tequila brand, read the case study to learn about Clooney’s journey into small-batch premium alcohol. 

Trend 5: The future of packaging. 
Innovative, sustainable, and inclusive design 

The package material, shape, design, logo, colours, and messaging are all critical elements that help a brand tell its story.

So how do brands in the alcoholic beverage category balance it all? Download the case study to find out. 

While brands focus on creating sustainable production methods, they also need to rethink packaging and distribution, just like the innovative flat wine bottles that fit through a mail slot. Read the complete case study in the report. 

As people worldwide drink less, brands are working hard to quench their thirst and keep up with their changing tastes using market research insights and constant innovation.

To get an in-depth view of the emerging trends in the global alcoholic beverage industry, download the complete report today. 

Releasing new products is vital for companies and brands because it helps drive growth, create new revenue streams, and keep up with changing consumer demands. A product launch introduces a new product or service into the market. The term product launch is also known as product introduction or product rollout. The success of a product launch is determined by factors such as sales, customer feedback, and market share.

Teams inside an organisation that are typically responsible for launching new products include product management, engineering, design, marketing, and sales. Other groups, such as supply chain, logistics, and customer service, may also be involved depending on the product and industry.

Historical Timeline of Product Launches

The 1950s: The term “product launch” is first used. During this decade, major product launches include the introduction of the first commercial microwave oven by Tappan and the launch of the Polaroid camera by Edwin Land.

The 1960s: Major product launches during this decade include the launch of the Ford Mustang, the first miniskirt, and the introduction of the first home computer, the MITS Altair 8800.

The 1970s: This decade saw the launch of several iconic products, such as the Sony Walkman and the Atari 2600 video game console.

The 1980s: The 1980s were marked by the launch of several now-iconic products such as the IBM PC, the first Apple Macintosh computer, and the launch of the first mobile phone, the Motorola DynaTAC 8000X.

The 1990s: This decade saw the launch of several groundbreaking products, such as the first web browser, Mosaic, the first digital camera, the Kodak DCS 100, and the launch of the Sony Playstation, which revolutionised the gaming industry.

The 2000s: This decade was marked by the launch of several products that have had a significant impact on our lives today, such as the launch of the first-generation iPod by Apple, the first smartphone, the Blackberry 5810, and the launch of the social networking site Facebook.

The 2010s: In this decade, some of the most notable product launches include the launch of the first iPad by Apple, the launch of the first smartwatch, the Samsung Galaxy Gear, and the launch of the first self-driving car, the Tesla Model S.

The 2020s: This decade saw the launch of 5G networks, folding smartphones, and the Clubhouse app, which became popular in this era.

While this timeline is not exhaustive, it is also important to note that the term “product launch” is used not only for new physical products but also for services and digital products, as well as updates and upgrades to existing products.

Stay ahead

Get regular insights

Keep up to date with the latest insights from our research as well as all our company news in our free monthly newsletter.

What factors cause a product to fail when launched?

There have been several notable product launches throughout history that have been considered disasters or failures.

One of the most widely cited examples of a failed product launch is the launch of the Segway in 2001. The Segway was marketed as a revolutionary new mode of transportation that would change how people move around cities. However, it failed to live up to the hype, and sales were much lower than expected. One of the reasons for its failure was its high cost, which made it unaffordable for most consumers. Additionally, many cities had laws that restricted the use of Segways on sidewalks, which limited their usefulness.

Another example of a failed product launch is Google Glass in 2013. Google Glass was a wearable device that had a small display in the corner of the user’s eye. The product was heavily criticized for its high price, lack of practicality, and privacy concerns surrounding the device’s camera.

Other failed product launches include the launch of the Amazon Fire Phone in 2014, which was unable to gain traction due to its high price and lack of unique features, and the launch of the Zune music player by Microsoft in 2006, which failed to compete with the dominant iPod.

While these products are considered failed launches, it doesn’t mean they were not successful on some level. For example, the Segway is still used in some niche applications, and Google Glass is used in some enterprise and industrial areas.

The percentage of new product launches that fail varies by sector. However, generally speaking, the majority of new product launches fail. According to some studies, the failure rate of new products can be as high as 90%.

In the technology sector, the failure rate for new products is estimated to be around 60-90%. This can be due to the rapid pace of technological change and the high level of competition in the sector.

In the consumer goods sector, the failure rate of new products is estimated to be around 30-40%. This can be due to the high level of competition and the need to adapt quickly to changing consumer preferences.

In the Pharmaceutical industry, the failure rate for new products is estimated to be around 80-90%. This can be due to the development process’s complexity, high research, and development costs, and strict regulatory requirements.

In the retail sector, the failure rate of new products is estimated to be around 30-40%. This can be due to the high level of competition and the need to adapt quickly to changing consumer preferences.

What have been some of the notable product launch successes?

A successful product launch is determined by its sales figures, impact on the market, and ability to change how people live. There have been several notable product launches throughout history that have been considered highly successful.

One of the most widely cited examples of a successful product launch is Apple’s launch of the iPhone in 2007. The iPhone was a revolutionary new product that combined the functionality of a smartphone with the ability to access the internet and run third-party apps. The launch of the iPhone was met with widespread acclaim and high demand, and it quickly became one of the best-selling devices of all time. The iPhone’s launch was a significant turning point in the industry and is considered to have set the standard for the modern smartphone.

Another example of a successful product launch is the launch of Coca-Cola in 1886. Coca-Cola was one of the first soft drinks, and it quickly became popular across the United States and eventually worldwide. Today, Coca-Cola is one of the world’s most recognised brands and is considered one of the most successful product launches in history.

Another example is the launch of the Post-it notes by 3M in 1980, revolutionizing how people organise their work and personal lives.

Do product launches look different for different industries?

Product launches can differ for different industries, such as FMCG (Fast Moving Consumer Goods) and technology.

For FMCG, the product launch process can focus more on distribution and logistics, as these products typically have a quick turnover and are widely available in retail stores. The process may also involve more traditional forms of advertising and promotional activities such as print, television, and outdoor advertising.

For technology, the product launch process may be more focused on product development and testing, as well as digital marketing and social media campaigns. These products may have a longer sales cycle and require more education and demonstrations to potential customers.

Also, for technology products, the product launch process may require more interactions with regulatory agencies, such as getting the product certified for compliance with industry standards.

Additionally, the nature of the products and target audience impacts how the launch will be conducted. For example, a B2B product launch may require more face-to-face interactions and product demonstrations, while a B2C launch may focus more on online campaigns and social media advertising.

Soft launch vs. full launch

A “soft launch” is a limited product or service release, usually to a select group of customers or in a specific region. A “full launch” is the official release of a product or service to the public. Other stages in product launching may include beta testing, pilot testing, and pre-launch marketing.

Whether a product launch is a soft launch or a full launch, a successful product launch is one that meets its objectives, such as reaching sales targets and gaining market share.

What should a brand consider before embarking on a new product launch?

An organisation should consider launching a new product when there is a need or opportunity in the market or when new technologies or advancements can be leveraged. Market research can help determine if there is a need or opportunity for a new product and what features and benefits customers are looking for.

Factors that should be considered before launching a new product include legal, financial, and intellectual property considerations. It is essential to ensure that the product does not infringe on any patents or trademarks and is financially viable.

When launching a new product, whether domestically or internationally, brands should consider several legal and intellectual property (IP) considerations to ensure compliance with local laws and regulations and to protect their IP rights. Launching a new product in international or foreign markets can have its own challenges, such as cultural and regulatory differences. It is important to conduct market research and to be aware of any legal and regulatory requirements in the target market.

Some of the key considerations include the following:

Patent protection: Brands should conduct a patent search to ensure that the product does not infringe on existing patents. Brands should also consider filing for patents to protect their own IP rights in each country they plan to launch the product.

Trademark protection: Brands should conduct a trademark search to ensure that the product name and branding do not infringe on any existing trademarks. Brands should also consider filing for trademarks to protect their own IP rights in each country they plan to launch the product.

Copyright protection: Brands should consider registering their copyrighted material, such as software, images, and text, to protect their IP rights in each country they plan to launch the product.

Compliance with local laws and regulations: Brands should research and comply with all relevant laws and regulations in the target market, such as product safety and labelling requirements, import/export regulations, and advertising laws.

Trade secrets protection: Brands should take steps to protect their trade secrets, such as confidential business information, by implementing non-disclosure agreements and other protective measures.

Customs protection: Brands should consider registering their IP rights with Customs in the target market to prevent counterfeit products from entering the country.

Licensing and distribution agreements: Brands should consider entering into licensing and distribution agreements with local partners to ensure compliance with local laws and regulations and to protect their IP rights.

What are the steps in launching a new product?

Important considerations when launching a new product include market research, product development, testing, and marketing. The steps include market research, product development, testing, and marketing. These steps can include the following:

Market research: Conduct market research to determine the size and characteristics of the target market, as well as identify the needs and wants of potential customers.

Product development: Developing the product based on the findings from market research, including design, engineering, and testing.

Pricing and positioning: Determining the price point and positioning of the product in the market.

Go-to-market strategy: Developing a strategy for launching the product, including marketing, sales, and distribution plans.

Pre-launch activities: Conducting pre-launch activities such as beta testing, pilot testing, and pre-launch marketing to generate buzz and interest in the product.

Launch: Officially launching the product to the market through various channels, such as press releases, product demonstrations, and advertising.

Post-launch evaluation: Monitoring the product’s performance and gathering customer feedback to make necessary improvements and adjustments.

These steps may vary depending on the product, the industry, and the target market. Also, the timing of each stage may vary, and some steps may be repeated or iterated as the product launch progresses.

How can market research help a brand launch new products successfully?

Market research can be used to gather information about target customers, competitors, and industry trends. Research methods can include surveys, interviews, focus groups, and online research. Several different types of market research can be used before, during, and after a product launch. Some of the most common types include:

Surveys: Surveys can be used to gather information about target customers, their needs and preferences, and to assess the potential market size for a new product. Surveys can be conducted online, by phone, or in person.

Focus groups: Focus groups are a way to gather information about target customers by bringing a small group of people together to discuss a specific topic or product. They can be used to gather information about customer needs, preferences, and feedback on a new product.

Interviews: Interviews can be used to gather in-depth information about target customers and their needs. They can be conducted in person or over the phone and can be used to gather information about customer needs, preferences, and feedback on a new product.

Online research: Online research is a way to gather information about target customers and the market through online resources such as social media, forums, and industry websites.

Ethnographic research: Ethnographic research is a way to gather information about target customers by observing and studying their behaviour in their natural environment.

A/B testing: A/B testing is a way to gather information about target customers by testing different versions of a product or marketing campaign with small groups of customers.

Sales data: Sales data can be used to gather information about customer needs and preferences after a product launch.

The type of market research that is most appropriate will depend on the product, the industry, and the target market. Additionally, it’s important to use multiple market research methods to understand the target market and customer needs.

Kadence International is an international market research agency with 30+ years of experience helping brands make game-changing strategic decisions. If you want to launch a product and understand how research can help, reach out! We would love to help.

Personas in marketing are fictional characters that represent a brand’s target customer. They are created based on market research and data and help a brand better understand its target audience to create more effective marketing strategies. 

The concept of marketing personas has its roots in the field of market research, dating back to the early 20th century. However, the use of personas, specifically in the context of marketing and product development, can be traced back to the 1990s.

In the book “Crossing the Chasm” by Geoffrey Moore, published in 1991, personas were used as a tool to help technology companies understand and reach early adopters of new products. In this context, personas were used to help identify the specific characteristics, needs, and pain points of early adopters, which helped companies to create targeted marketing campaigns and product development strategies.

Since then, the use of personas in marketing and product development has become increasingly popular. The concept has been adopted and adapted by companies across a wide range of industries. Today, personas are widely recognized as a valuable tool for understanding and reaching target audiences, and they are used by companies and brands of all sizes.

Stay ahead

Get regular insights

Keep up to date with the latest insights from our research as well as all our company news in our free monthly newsletter.

A persona differs from a target market or audience because it is a specific, fleshed-out character rather than a broad demographic group. Creating personas is important because it allows a brand to tailor its messaging and marketing efforts to specific segments of its target audience rather than using a one-size-fits-all approach. The number of personas a brand should have depends on the size and complexity of its target audience. 

Brands should reevaluate their personas at least once a year and when there are significant changes in the target audience or market. Personas can change over time as a brand’s target audience evolves, so brands must reevaluate their personas regularly.

Brand personas can help marketing, sales, and service departments in an organization by:

Providing a clear understanding of the target audience: Personas can help teams to better understand who they are trying to reach and tailor their messaging and approach accordingly.

Improving communication: Personas can provide a common language and reference point for teams to use when discussing and planning marketing, sales, and service strategies.

Aligning efforts: Personas can help teams align their efforts and ensure that all activities work towards a common goal of reaching and serving the target audience.

There are no disadvantages to creating a persona; however, if a brand does not conduct proper research or creates personas that are not representative of its target audience, it can lead to ineffective marketing campaigns.

What companies and brands use personas?

Many companies and brands use personas as part of their marketing and customer service strategies. Personas are used across a wide range of industries, including:

Technology: Many technology companies, such as Apple, Microsoft, and Google, use personas to understand and target different segments of their customer base.

Retail: Retail companies, such as Amazon, Target, and Walmart, use personas to inform their product offerings and marketing efforts, for example, by using personas to understand the preferences of different types of shoppers.

Financial services: Banks and other financial institutions, such as Wells Fargo, Capital One, and JPMorgan Chase, use personas to understand and target different segments of their customer base, such as small business owners or retirees.

Healthcare: Healthcare companies, such as UnitedHealthcare, Aetna, and CVS Health, use personas to understand and target different segments of their customer base, such as seniors or families with young children.

Automotive: Automotive companies, such as Ford, Toyota, and BMW, use personas to understand and target different segments of their customer base, such as urban commuters or outdoor enthusiasts.

Professional Services: Professional services companies, such as consultancies, law firms, and PR agencies, use personas to understand and target different segments of their customer base, such as small business owners or executives.

Entertainment and Media: Entertainment and Media companies, such as Disney, Netflix, and NBC Universal, use personas to understand and target different segments of their customer base, such as families, young adults, and older adults.

These are just a few examples, and personas are also used in many other industries. Personas are a valuable tool for any company or brand looking to better understand and reach its target audience. 

What are some examples of personas?

Here are a few examples of personas:

“Samantha” – A 35-year-old working mother with two children. She has a bachelor’s degree and works as a marketing manager. She is tech-savvy, always on the go, and values convenience and efficiency. She is interested in products and services that make her life easier, such as meal delivery services or online grocery shopping.

“Jack” – A 25-year-old recent college graduate. He is ambitious, outgoing, and socially conscious. He is an avid runner interested in products and services that align with his healthy lifestyle, such as fitness trackers and running shoes. He is also interested in sustainable products and socially responsible companies.

“Maria” – A 55-year-old retiree. She is a grandmother, former school teacher, and community volunteer. She is financially stable and enjoys travelling and trying new things. She is interested in products and services that cater to her interests, such as travel insurance, cruises, and educational tours.

“Ahmed” – A 42-year-old software engineer. He is a father of two and has a graduate degree in computer science. He is tech-savvy and enjoys learning about the latest technology developments. He is interested in products and services that can help him in his work and personal life, such as productivity tools, online courses, and home automation devices.

“Lena” – A 22-year-old college student. She is a fashion enthusiast and enjoys listening to music and hanging out with her friends. She is interested in products and services that align with her interests, such as clothing, accessories, and music streaming services.

These are just examples; remember that personas are fictional representations of ideal customers. It’s important to tailor the personas based on the specific characteristics of your target audience and the product or service you are offering.

What are the alternatives to using personas?

There are several alternatives to using personas as a way to understand and target customers, including:

Segmentation: Segmenting customers based on demographics, behaviour, and psychographics can be an effective way to understand and target different segments of the customer base.

Customer journey mapping: Creating detailed maps of the customer journey stages can help identify key pain points and opportunities for engagement.

Surveys and feedback: Gathering customer feedback through surveys and other methods can provide valuable insights into customer needs and preferences.

Analytics and data: Using data and analytics, such as website visitor data and customer purchase data, can help to identify patterns and trends that inform marketing strategies.

Buyer personas: Creating buyer personas similar to marketing personas, except they focus more on the customer’s decision-making process and the buying journey they go through.

Customer profiling: Creating detailed profiles of customers that include information such as demographics, behaviour, and psychographics can be a useful way to understand and target different segments of the customer base.

These alternatives can be used in conjunction with personas or as a replacement for them, depending on the specific needs of the company or brand. Choosing the approach that best aligns with the company’s goals and resources is important when deciding to use or not use personas.

How can brands track the effectiveness of using personas?

Several marketing technology platforms incorporate personas as part of their features, making it easy to track personas. These include:

Marketing Automation Platforms: Many marketing automation platforms, such as Marketo, Pardot, and Hubspot, allow users to create and segment personas within their platform and then use them to inform targeted campaigns, lead scoring, and other marketing activities.

CRM Systems: Some CRM systems, such as Salesforce, allow users to create and segment personas within the system and then use them to inform targeted sales and marketing campaigns and to better understand and track customer interactions.

Content Management Systems: Some content management systems, such as WordPress, Sitecore, and Adobe Experience Manager, allow users to create and segment personas within the system and then use them to inform targeted content and website experiences.

A/B Testing and Personalization Platforms: Some A/B testing and personalization platforms, such as Optimizely, Adobe Target, and VWO, allow users to create and segment personas within their platform and then use them to inform targeted A/B tests and personalization campaigns

Social Media Management Platforms: Some social media management platforms such as Hootsuite, Sprout Social, and Agorapulse allow users to create and segment personas within the system and then use them to inform targeted social media campaigns and to better understand and track social media interactions.

These are just a few examples, and many other marketing technology platforms incorporate personas in different ways. It’s essential to do thorough research and choose the one that fits your organization’s needs.

What are the stages or steps in developing marketing personas?

The stages of developing a persona for a brand typically include conducting market research, analyzing data, and creating a detailed character profile. Specifically, these stages include:

Research: Gather information about your target audience through surveys, focus groups, and other methods.

Analysis: Organize and analyze your collected data to identify patterns and common characteristics.

Creation: Use the information from your research and analysis to create a detailed, fictional representation of your ideal customer.

Elements that are essential to include in creating a brand persona include:

Demographics: Age, gender, income, education, occupation, etc.

Psychographics: Personality, values, interests, lifestyle, etc.

Goals and challenges: What the customer wants to achieve and what obstacles they face.

What should be considered when rolling out personas in an organization?

The best way to roll out personas in an organization can vary depending on the size and structure of the organization, but some general best practices include the following:

Conduct thorough research: Gather data from a diverse range of sources, such as surveys, customer feedback, and analytics, to ensure that your personas are representative of your target audience. During the research phase, gather data from a diverse range of people to ensure that your personas represent the diverse segments of your target audience.

Get buy-in from key stakeholders: Before rolling out personas, ensure you have the support and buy-in from key stakeholders, including leadership, marketing, sales, and customer service teams.

Be detailed, specific, and realistic: Create clear and specific personas that include information such as demographics, psychographics, goals, and challenges. The more detailed and specific the persona, the more valuable it will be. Personas should be realistic and reflect the fundamental characteristics of your target audience, avoid creating idealized versions of your customers that don’t exist in the real world.

Avoid stereotypes: When creating personas, be mindful of stereotypes and avoid making assumptions based on demographics or other characteristics. Instead, focus on each persona’s unique characteristics, goals, and challenges.

Keep personas up-to-date: Personas should be regularly reviewed and updated to ensure they remain accurate and relevant. This can be done by conducting research, gathering feedback, and analyzing data regularly.

Make personas easily accessible: Make personas easily accessible to all teams by creating a central repository for them or including them in relevant documents, such as customer service scripts or marketing plans.

Provide training and resources: Provide training and resources to help teams understand how to use personas in their work and incorporate them into their strategies and tactics.

Use personas in decision-making: Encourage teams to use personas as a reference point when making decisions and evaluating the effectiveness of their strategies and tactics.

Communicate and share personas: Make sure that personas are easily accessible to all teams and are used as a common language and reference point for discussing and planning marketing, sales, and service strategies. Clearly communicate the value of personas and how they can help the organization reach and serve its target audience more effectively.

Involve diverse team members: Involve team members from diverse backgrounds in the persona development process to ensure that different perspectives are considered and incorporated into the personas. 

Be inclusive: Consider how your personas might be perceived by different groups of people and make sure that they are inclusive and do not exclude or marginalize any particular group. Use inclusive language when describing personas, and avoid using offensive or exclusionary language.

Celebrate successes and use cases: Share successes and use cases of how personas have helped the organization to better reach and serve the target audience. This will help to build the trust and interest of the teams and stakeholders.

By following these best practices, companies and brands can create and use personas representative of their target audience, which can help improve marketing campaigns and lead scoring and better understand and reach the target audience.

Market research agencies like Kadence International can help with brand personas by providing valuable data and insights into the target audience’s demographics, needs, and behaviours. If you want to learn more about how Kadence can help you with your brand’s strategies and goals, we are more than happy to help.

Focus groups are a qualitative market research method involving a small, diverse group of participants brought together to discuss a particular topic, product, or service. Through facilitated discussion, they uncover deeper insights into consumer attitudes, opinions, behaviours, and emotional drivers—insights that are often missed in quantitative research.

Also referred to as ‘group interviews’ or ‘group discussions,’ focus groups are employed across industries—from market research and psychology to sociology and policy analysis. They help organisations understand how people think, feel, and make decisions in a social setting.

Brands use focus groups to better understand their target audiences—exploring consumer language, reactions, unmet needs, and how people respond to product positioning or messaging. The qualitative nature of focus groups allows for nuance that standardised surveys cannot capture.

Focus groups offer several key advantages. They enable researchers to explore not just what people say, but how they say it—capturing nonverbal cues, tone, and the dynamics between participants. When the research goal is exploratory or emotive, focus groups often yield richer insight than structured surveys or polls.

While focus groups are powerful tools, they’re not without limitations. Discussions can be influenced by dominant voices, moderator bias, or social desirability effects. And because the sample size is small, results are directional—not statistically representative.

“Focus groups are projected to represent 18% of the global qualitative research market by 2025, highlighting their ongoing importance in understanding consumer behaviour.”

Source: Statista Market Research Forecast.

The Origins of Focus Groups

First developed in the 1940s, focus groups were initially used to gauge public reactions to wartime messaging and consumer products. Since then, they’ve evolved into a staple of modern research, spanning industries from advertising and media to healthcare and policy.

TThe conceptual foundation of focus groups was laid by Paul Lazarsfeld and sociologist Robert K. Merton at the Bureau of Applied Social Research. Merton, often called the “father of focus groups,” coined the term to highlight both the collective nature of the session and the central focus of discussion.

One of the earliest documented focus groups was conducted during World War II to assess reactions to anti-Nazi radio broadcasts. As public sentiment was hesitant about entering the war, researchers invited participants to listen to recordings and register their reactions in real time—pressing buttons to indicate approval or disapproval.

The Mechanics of Running Focus Groups

Selecting focus groups as a research method requires a thoughtful approach—starting with a clear understanding of the target audience, the specific research objectives, and the available resources. These foundational decisions shape everything from recruitment criteria to how insights will be applied. 

A well-crafted discussion guide is vital to making a focus group productive. It helps the moderator maintain structure while allowing the conversation to flow naturally. A skilled moderator will balance guidance with openness—ensuring rich discussion without leading participants.

A discussion guide is a structured outline of questions and prompts used by the moderator to steer the session while keeping it open and exploratory. It ensures key topics are addressed without turning the conversation into a rigid interview. Think of it as a flexible roadmap—designed to keep the discussion on course without stifling spontaneity.

Also, read “The importance and types of Research Design” here.

A typical discussion guide includes the following components:

  • Introduction – Briefs participants on the session’s purpose and sets expectations.
  • Objectives – Clarifies the key goals that the discussion should uncover.
  • Open-ended Questions – Encourages free-form responses and deeper insights, forming the core of the discussion.
  • Probes – Follow-ups or clarifiers used to dig deeper into specific statements or ideas.
  • Group Activities – Exercises that spark creativity, collaboration, or prioritisation.
  • Closing Discussion – Summarises key points and invites final reflections or overlooked insights.

Most focus groups involve 6 to 10 participants in a guided discussion led by a trained moderator. Participants are selected to reflect the target audience for a specific product, service, or concept. Sessions typically last between 60 and 120 minutes, with participants compensated—often with cash or a gift voucher—for their time and contributions.

Confidentiality is a cornerstone of focus group research. Brands typically ask participants to sign non-disclosure agreements (NDAs) and ensure discussions are held in private, secure environments. This builds trust and encourages more open, candid feedback.

Grouping participants by key demographics—such as age, income, education, or gender—is common practice in focus group research. These categories often shape how people interpret products, services, or messages. Segmenting by demographics allows researchers to draw clearer insights into how different groups think, feel, and behave.

In some cases, grouping by usage behaviour or product experience may be more relevant than demographics. For example, segmenting by first-time users versus regular users can reveal different attitudes. If the study already targets a specific demographic, further segmentation may not be necessary.

Ultimately, participant grouping should align with the research question and study objectives. Researchers must determine which variables—be it demographics, usage, or attitudes—will generate the most actionable insights.

Focus groups are often held in dedicated research facilities or rented venues tailored for qualitative sessions. These spaces are designed to offer a professional yet comfortable environment, equipped with everything needed to ensure the session runs smoothly—from recording technology to observation rooms.

Characteristics of a professional focus group facility often include:

  • Privacy – Soundproofing and restricted access to ensure confidential discussion.
  • Comfort – Ergonomic seating and ambient lighting to help participants feel at ease.
  • Technology – Tools for audio/video recording, live streaming, and presentations.
  • Observation Room – One-way mirrors or video feeds for unobtrusive client and researcher viewing.
  • Breakout Rooms – Spaces for smaller group sessions or follow-up interviews.
  • Control Room – A hub for managing recordings and technical aspects.
  • Reception Area – Where participants are welcomed, briefed, and prepared.
  • Catering – Light refreshments to maintain energy and foster a relaxed setting.

A standard focus group agenda might include:

  • Introduction – Moderator welcomes participants and outlines the purpose of the session.
  • Icebreaker – A light activity to build rapport and reduce social tension.
  • Participant Background – Gathering demographic or contextual details to support segmentation.
  • Core Discussion Topics – Open-ended questions aligned with research goals.
  • Group Activities – Brainstorming, ranking exercises, or concept testing.
  • Break – A short intermission, especially for sessions longer than 90 minutes.
  • Closing Discussion – Recap of key points and space for final reflections.
  • Wrap-Up – Moderator thanks participants, explains next steps, and discusses compensation.

Every agenda should be tailored to the session’s objectives, research questions, and timing. Depending on the brief, it may also include product testing, creative mock-ups, or ad concept reviews to prompt participant reactions.

Sample questions used in focus groups might include:

“What are your first impressions of this product or service?”

“What would motivate or prevent you from choosing it?”

“How does this compare to other options you’ve used or seen?”

These open-ended prompts are designed to surface honest opinions, reveal trade-offs, and expose emotional responses—insight that can guide messaging, design, and strategy.

Focus groups continue to be one of the most popular qualitative research methods, with over 75% of market research professionals stating they have used them in the last year.”

Source: GreenBook Research Industry Trends (GRIT) Report.

The Role of a Focus Group Moderator

A skilled moderator is critical to the success of a focus group. Their role is to create an open, focused environment that encourages diverse perspectives. Key responsibilities include:

  • Keeping the conversation aligned with research objectives
  • Ensuring all participants have the opportunity to speak
  • Maintaining a respectful and balanced dynamic within the group

Moderators often come from backgrounds in marketing, sociology, psychology, or behavioural sciences. While educational requirements vary by industry, a bachelor’s degree in a related field is typically preferred—along with hands-on experience in research. A strong foundation in qualitative methods and data analysis is essential, especially when the moderator is involved in reporting or synthesis.

Beyond qualifications, the most effective moderators possess strong communication skills, empathy, and the ability to read group dynamics in real time. They must lead discussions with confidence—guiding without influencing—and adapt when conversations veer off track or become dominated by one voice.

Working with an experienced moderator is strongly recommended. Brands can engage focus group specialists through research consultancies like Kadence International, which offer both moderation and end-to-end project delivery. Alternatively, independent moderators can be sourced via professional networks, provided their expertise aligns with the research brief.

What are the Benefits of Focus Group Research?

Focus groups offer several compelling advantages for brands and researchers alike:

  • Rich insights – Participants share detailed views, stories, and emotional responses that quantitative surveys may miss.
  • Dynamic interaction – The group setting enables participants to challenge, build upon, or clarify one another’s thoughts, often leading to unexpected insights.
  • Adaptability – Focus groups can be tailored to explore a broad range of topics—from brand perception and packaging to service experience and ad concepts.
  • Cost-effectiveness (relatively) – While more expensive than surveys, they often cost less than conducting multiple in-depth interviews for similar depth.
  • Observational value – Researchers can interpret tone, body language, and group dynamics, adding context to participant responses.
  • Real-world simulation – Sessions can be designed to mimic consumer environments, offering clues about how a product or service will be experienced in the real world.

What are the Drawbacks of Focus Groups?

Focus groups aren’t without limitations. Key drawbacks to consider include:

  • Group bias – Social pressure or dominant voices may influence participant responses, reducing authenticity.
  • Recruitment bias – Participants may not fully reflect the target population, especially if incentives attract a narrow type of respondent.
  • Cost and logistics – Compared to surveys, focus groups involve more planning, coordination, and expense.
  • Time intensity – To gain meaningful insights, multiple sessions may be required—each involving setup, moderation, and analysis.
  • Moderator influence – The tone and behaviour of the moderator can unintentionally steer the conversation, impacting the neutrality of the results.

To mitigate these potential negatives, it’s crucial to conduct focus groups as part of a more extensive research study and to carefully consider the recruitment, moderation, and data analysis methods to ensure the results are reliable and valid.

Despite the rise of online surveys, focus groups remain a go-to for 68% of researchers when in-depth consumer insights are needed.”

Source: ESOMAR Global Market Research Report.

What Can Go Wrong in a Focus Group?

Even well-designed sessions can face challenges. Issues that may arise include:

  • Uneven participation – Some attendees may stay quiet or disengaged, reducing the diversity of input.
  • Dominant voices – A vocal participant might steer the conversation or suppress dissenting views.
  • Technical problems – Equipment failures or poor audio quality can compromise recording and analysis.
  • Groupthink – Participants may echo the majority opinion rather than sharing their own views.
  • Ethical oversights – Without proper consent and briefing, participants may feel exposed or misled.

Skilled moderation and robust planning help minimise these risks—ensuring the insights collected are both rich and reliable.

“Groupthink” occurs when participants align with dominant opinions rather than expressing their true thoughts. To reduce its impact:

  • Encourage diverse viewpoints early in the session.
  • Ask participants to write down initial thoughts before sharing aloud.
  • Use open-ended and probing questions.
  • Consider smaller breakout groups to foster independent thinking.
  • Keep the moderator neutral in tone and body language.

The goal isn’t to eliminate group dynamics but to create conditions that support independent and authentic contributions.

Comparison of Focus Groups vs. Other Research Methods

Research MethodKey CharacteristicsBest Used ForProsCons
Focus GroupsSmall group of participants discussing a topic in a moderated setting.Gaining in-depth qualitative insights, exploring new concepts, understanding consumer behaviors and attitudes.Rich qualitative data, non-verbal communication insights, group dynamics, real-time discussion.Potential for groupthink, smaller sample size, more expensive than surveys.
SurveysStructured questionnaires filled out by individual participants.Collecting quantitative data from a larger sample size.Cost-effective, large sample size, quick data collection.Lack of in-depth insights, no group dynamics, limited ability to explore complex topics.
In-depth InterviewsOne-on-one conversations with participants to gather detailed qualitative insights.Exploring individual behaviors, motivations, and attitudes deeply.Detailed, rich data, no influence from group dynamics.Time-consuming, more expensive, limited to individual perspectives.
Ethnographic ResearchObserving participants in their natural environment to understand behaviors and interactions in real-world contexts.Understanding behaviors in natural settings, product usability, consumer habits.Authentic insights, understanding real-world usage.Time-consuming, requires high investment, difficult to scale.
Online CommunitiesA virtual group of participants who engage in discussions over time, usually in an online forum or community setting.Building deeper engagement with a community over time, exploring evolving consumer attitudes and behaviors.Flexible, participants can engage over time, good for long-term studies.Participants may drop off, online setting limits non-verbal cues and immediate feedback.

Which is Better – Focus Groups or Surveys?

Focus groups and surveys serve different—but often complementary—purposes. Focus groups are ideal for exploring emotional reactions, uncovering motivations, and observing group dynamics and nonverbal cues. They are especially useful in early-stage concept testing or when the objective is to understand why people think or behave a certain way.

Qualitative surveys, by contrast, allow for broader reach. They’re faster to deploy, less costly, and better suited to gathering directional input from a more diverse or geographically dispersed audience.

Neither method is “better”—it depends on your goals. Many successful research programmes integrate both approaches, using surveys for breadth and focus groups for depth.

When Are Focus Groups the Right Choice?

Focus groups are ideal when your goal is to explore attitudes, emotions, and reactions in a social context. They shine in early-stage research—when you’re testing concepts, messaging, or creative stimuli—and you want to understand why people think and feel the way they do. The group format allows for layered insights that emerge through discussion, disagreement, and shared storytelling.

But they’re not always the right tool. In-depth interviews are better for sensitive topics or when individual experience matters more than group interaction. For longitudinal insight or real-time collaboration, online communities or mobile diaries might be more effective.

The best research designs don’t ask which method is best—they ask which combination provides the fullest picture.

How to Get the Most from Your Next Focus Group

Getting powerful insights from a focus group isn’t just about asking good questions—it’s about how the session is designed, moderated, and analysed. Here are five ways to increase the impact of your next group:

  • Be laser-focused on your objective. Every element—from the screener to the guide—should align with what you need to learn.
  • Recruit for attitudes, not just demographics. Surface-level segmentation won’t reveal much if participants don’t care about the topic.
  • Pilot your guide. Even five minutes of rehearsal can catch confusing phrasing or structural issues.
  • Watch the energy in the room. Great moderators know when to dig, when to pivot, and when to let silence do the work.
  • Debrief while it’s fresh. Insight fades quickly if observations and hunches aren’t captured immediately after the session.

A well-run focus group doesn’t just capture opinion—it surfaces unmet needs, emotional triggers, and the language consumers use to describe their world.

Market research consultancies like Kadence International support brands throughout the entire focus group process, from recruitment and moderation to analysis and strategic application of insights.

If you’re exploring whether focus groups are the right fit for your research goals, submit a brief and one of our team members will get in touch to advise on next steps.

Stay ahead

Get regular insights

Keep up to date with the latest insights from our research as well as all our company news in our free monthly newsletter.

Social listening in market research refers to the process of monitoring and analyzing conversations and mentions of a brand or product on social media platforms. It allows companies to understand consumer sentiment, identify trends and opportunities, and track the performance of their marketing campaigns. 

Social listening is also known as social media monitoring or online reputation management. The responsibility for social listening typically falls under the purview of the marketing or customer service department within an organisation. 

Many types of brands use social listening, including consumer goods, retail, technology, and healthcare. 

The history of social listening can be traced back to the early days of social media, with the term’s first use dating back to the mid-2000s. 

Why should brands care what people are saying about them online?

Brands should care about their online reputations because what is said about them online can significantly impact their business. 

A positive online reputation can lead to increased brand awareness and customer loyalty, ultimately driving sales. On the other hand, a negative online reputation can lead to a loss of customers and harm the brand image and the bottom line.

Social listening can be a powerful tool for protecting and managing a brand’s online reputation. By monitoring what is being said about the brand on social media and other online platforms, brands can identify potential issues early on and take steps to address them before they escalate.

Stay ahead

Get regular insights

Keep up to date with the latest insights from our research as well as all our company news in our free monthly newsletter.

One example of how brand damage could have been avoided through better social listening is the case of United Airlines. In 2017, a video of a passenger being forcibly removed from one of United’s flights went viral on social media. The incident caused a significant backlash against the airline, and the company’s stock price dropped as a result. Had United been monitoring social media more closely, they could have identified the issue and responded more quickly, potentially mitigating some of the damage to the company’s reputation.

Another example is Nestle. In 2010, Nestle was hit by a consumer boycott and negative media coverage after Greenpeace accused the company of using palm oil linked to the destruction of rainforests. Nestle’s social listening process was not robust enough to detect the issue, it took Nestle almost two weeks to respond to the crisis, which already had a considerable impact on the brand’s reputation. Had Nestle been more proactive in monitoring social media, it could have quickly identified the issue and taken steps to mitigate the damage.

What steps should be followed in social listening, and what information can be uncovered?

The steps in social listening typically include the following:

  1. Setting clear goals and objectives for the research
  2. Identifying the social media platforms and channels to be monitored
  3. Collecting and analyzing data from these platforms and channels
  4. Interpreting the data and identifying patterns and trends
  5. Taking appropriate action based on the insights gained

Social listening can uncover a wide range of information, including:

  1. Brand mentions: Social listening can help brands identify how often their brand is mentioned online and where it occurs. Brands can listen for various mentions, including their brand name, product names, or key phrases associated with their brand. This can help them understand how their brand is being talked about online and identify potential issues or opportunities.
  2. Consumer sentiment: Social listening can help brands understand consumer opinions and perceptions of their brand by identifying patterns and trends in consumer sentiment, positive, negative, or neutral. This can help them understand consumer opinions and perceptions of their brand.
  3. Competitor mentions: Brands also listen for mentions of their competitors’ names, products, and key phrases. This can help them understand the strategies and tactics that are working well for their competitors and identify areas where they can improve.
  4. Industry trends: Social listening can help brands understand the conversations and trends within their industry and identify potential opportunities. This can help them understand trends and discussions in the industry and identify potential opportunities.
  5. Campaign and promotion performance: Social listening can help brands understand how well their campaigns and promotions resonate with consumers and identify areas where they can improve.
  6. Reputation management: Social listening can help brands identify potential crisis situations and take appropriate action to address them. Brands can listen for any negative comments or complaints about their brand. This can help them identify potential crisis situations and take appropriate action to address them.
  7. Influencer and brand advocate: Social listening can help brands identify potential brand ambassadors and understand how key groups of consumers perceive their brand. This can help them identify potential brand ambassadors and understand how key groups of consumers perceive their brand.
  8. Customer feedback and complaints: Social listening can also identify customer feedback and complaints, providing valuable insights into what customers like and dislike about a brand’s products or services.
  9. Demographics: Social listening can also help brands understand who is talking about their brand, as well as their age, location, gender, and interests.
  10. Product feedback: Social listening can also give brands feedback on their products, what customers like and dislike about them, and suggestions for improvement.

What tools are available for social listening?

There are a variety of technology tools available for social listening. These include:

  1. Social media monitoring tools: These tools allow brands to track mentions of their brand and specific keywords across social media platforms. Some popular examples include Hootsuite, Sprout Social, and Buzzsumo.
  2. Sentiment analysis tools: These tools use natural language processing and machine learning algorithms to automatically classify and categorize mentions of a brand as positive, negative, or neutral. Examples include Brand24, Digimind, and Synthesio.
  3. Listening platforms: These platforms offer a comprehensive social listening solution that covers many data sources, including social media, news, and blogs. Examples include Mention, Brandwatch, and NetBase Quid.
  4. AI-based tools: These are the latest tools that use Artificial Intelligence to provide more in-depth insights, such as sentiment, emotion, and intent. Examples include Cognovi Labs, Receptiviti, and Persado.
  5. Data visualisation tools: These tools help to make sense of the large amounts of data collected by social listening tools by presenting it in a clear and easily understandable format. Examples include Tableau, QlikView, and Looker.

These tools vary in terms of features, capabilities, and pricing, and brands must choose the right one that fits their specific needs and budget. Additionally, some more advanced tools offer features such as real-time monitoring, alerts and notifications, and integration with other business systems.

Should brands use social listening on their competitors?

Brands can use social listening to monitor their competitors. By monitoring their competitors’ social media channels, they can gain insights into the strategies and tactics that work well for their competitors and identify areas where they can improve. They can also track their competitors’ product launches, promotions, and advertising campaigns and monitor for any potential crisis situations. This can help brands stay competitive and make informed decisions about their own products and marketing strategies. 

Additionally, by monitoring competitors’ social media profiles, brands can monitor their competitors’ key performance indicators and see how their performance compares to theirs.

What happens if a brand hears something negative through social listening?

If a brand hears something negative based on social listening research, it should investigate the claims to verify their accuracy. If the negative sentiment is valid, the brand should take appropriate action to address the issue. This could include issuing a public apology or statement, addressing the specific concerns raised or making changes to the product or service. They should also take steps to prevent similar issues from arising in the future.

What are the negatives of social listening?

There are several challenges that brands may face when conducting social listening, including:

  1. Data overload: With so much data available, it can be challenging to sift through and make sense of it all. This can make it difficult to identify meaningful insights and trends.
  2. Manual data interpretation: Many social listening tools require manual data interpretation, which can be time-consuming and prone to errors.
  3. Bias in data collection: Social listening tools rely on keywords and phrases to collect data, which can lead to bias in the data if not chosen carefully.
  4. Privacy concerns: Social listening can raise privacy concerns by collecting and analyzing personal information. It’s essential to comply with data privacy regulations and have a clear privacy policy.
  5. Lack of context: Social listening tools can provide a lot of data, but they may lack context. For example, a negative comment about a brand may not necessarily mean a negative sentiment towards the brand but a personal experience.
  6. Limited reach: Some social listening tools have limited reach and may only be able to capture some of the conversations about a brand or topic.
  7. Integration with other systems: Integrating social listening data with other business systems, such as CRM and marketing automation, can be challenging and require additional investment.

To overcome these challenges, brands should set clear goals and objectives, choose the right tools and platforms, and take appropriate action based on the insights gained. 

Additionally, brands should consider partnering with a professional market research agency with experience in social listening, like Kadence International, to help ensure their social listening efforts are successful. If you want Kadence International to help you understand your online reputation through social listening, please reach out, as we are more than happy to help.