ROI from a Custom Panel
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Case Studies
At a time when many companies are considering cut backs, too often, research is at the top of the list because of perceived high costs. It’s quite the opposite at Schnucks, a regional grocery operation serving customers in seven states.
Schnucks operates an online panel for a flat fee with unlimited studies. “We place a high priority on research because we know the importance of staying in tune to our customers,” said Mary Ver Mehren, Schnucks Project Manager of Consumer Research. “Given the current economy, it’s good to know that our current fee structure will allow us to squeeze in another study without affecting our bottom line. We know we’ll get an average of 3000 completes per study for a fixed cost.”
Posted on April 15, 2009
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Roxy, global designer, producer and distributor of clothing and accessories, needed a way to connect with teenage girls on an ongoing basis to help produce, design and advertise their clothes. Roxy decided to find style mavens – girls who are the trend setters among their peers – and instead of doing ad-hoc focus groups of 20-30, they created an online community of over 900 girls.
Roxy’s online community called the Roxy Style Squad, has over 900 members of girls from 13 to 23 years old. Each girl was handpicked in stores across North America. To entice the girls to join the community, Roxy offered the girls the exclusive privilege of providing direct feedback on clothing and getting special discounts in stores. Every girl who joins the panel gets a welcome package including the latest clothing designs.
Posted on April 9, 2009
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Vodafone New Zealand, part of the world's leading international telecommunications company, puts customers first when making vital decisions towards new products and services. When new ideas and market opportunities arise, Ross Delaney, Vodafone New Zealand's Market Research Manager goes directly to customers for their feedback. To do this Vodafone New Zealand deploys surveys via the Sparq platform to over 30,000 New Zealanders on their online panel, Vodafone Voice. “I can get answers from customers together within a day because of the panel. That's unheard of in the research world,” said Delaney. With rapid results and actionable insights, Delaney is able to provide Vodafone Executives timely answers to make informed decisions.
Posted on March 30, 2009
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Virgin Mobile USA has reason to believe some people will cut back on food before they give up their cell phones. In talking with thousands of their customers who are part of a special online panel, Virgin Mobile found that 68% of their customers say they are keeping their cell phones, but are cutting back in other ways, for example 88% are dining out less frequently and 79% are deferring big-ticket purchases.
The information from the panel warranted a press release. Press is a high priority for building awareness about the company and its prepaid value; customers who join the panel are asked if they are willing to talk to the media. When The Chicago Tribune expressed interest in the story, Virgin Mobile directed the newspaper to Suzanne Peace from Lombard, IL to talk about her experience as a customer.
Suzanne Peace used to spend $109 per month on her cell phone with Sprint. She switched to no-contract with Virgin Mobile USA to pay by the minute and has never looked back.
Posted on March 25, 2009
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It’s Thursday afternoon and Miriam is pulling together a presentation for one of the cosmetic brands sold at the Bloomingdale’s stores. The brand is not doing well and she’s not sure why. She dreads delivering the bad news at a scheduled meeting on Monday at 11am.
As the Manager of Market Research, Miriam decides to go to the Bloomingdale’s private online panel and ask over 9,000 customers their thoughts about the brand. She quickly puts together a survey and deploys it before 5pm on Friday. She’s so excited, she even checks the results in real-time over the weekend.
By Monday morning, she pulls the data collected and is able to pin-point a major gap for the cosmetic brand. Sixty two percent of this brand’s make-up customers were not familiar with the brand’s treatment products (such as anti-aging and moisturizers) and fifty three percent of this brand’s treatment customers were not aware of its make-up products. Because this brand feels that their strongest opportunity is the cross-selling of these two businesses, this is major challenge. Building awareness of both parts of the business is the key to their success.
The brand knew something was wrong but never had access to such specific feedback. Since Miriam’s presentation, the brand has made changes as a result of the feedback from Bloomingdale’s panel. Sales are up over other brands and this trend is expected to continue.
Posted on December 23, 2008
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