Analysis

We use many advanced statistical techniques to maximize your research investment but present them to you in an easy-to-digest set of insights. In fact, we are well known for taking the complex and simplifying it.

We add value by not only analyzing and reporting the marketing significance of each question and the metrics of each brand attribute, but by going further to provide product/service/brand position mapping, including:

Market Driver Mapping to answer: What attributes specific to our product/service/brand are important?

Through calculations of derived importance, the true key indicators that motivate targets to mentally differentiate between competitive product/service/brand offerings are realized. When these derived importance measures are plotted along with the stated importance measures, a four-quadrant map emerges:

Key Drivers – These are the attributes that have a high level of both stated and derived importance. These are the attributes that are truly important, and outstanding performance on them will do the most to distinguish a product, service or brand from the competition.

Price of Entry – These attributes have high stated importance levels yet have low derived importance levels. They represent the minimum criteria that must be met in order for a company to be competitive but they are not differentiating factors between brands.

Latent Motivators – These attributes are low in stated importance yet high in perceived or derived importance. On the surface, these attributes do not seem to have a great deal of influence on brand identity. Yet these attributes often show a potential to provide a competitive edge in the brand differentiation process.

Low Priority – These are attributes that are low in both stated and derived importance. They have only a marginal amount of influence in distinguishing between competitive offerings.

Delivery versus Expectations Mapping to answer: How does our brand perform on the important product/service attributes? And, what do we need to improve first in order to make our brand stand out from our competition?

If all companies were able to perform at 100% on all of the attributes that are important to their customers, then there would be little or no marketplace competition. The reality is that products/services tend to perform well on some attributes and not so well on others and these attributes tend to differ in varying degrees across competitive offerings. Neither the time nor the resources are available to most companies to achieve 100% performance on all attributes that characterize their marketplace.

By determining the attributes that are key drivers of a particular brand, we have isolated the things that “make us who we are.” By analyzing the performance of these attributes and observing them relative to their perceived importance it is possible to target specific attributes that, if given immediate attention, will do the most to further distinguish a brand in consumers’ minds. This information is critical so that resources may be properly allocated to ensure maximum possible brand differentiation.

When the derived importance measures are plotted along with the performance measures, a four-quadrant map will again be produced, yet with different quadrant definitions:

Above average importance/below average performance – These represent the items that need to be the focus of resource allocations. Improvement in performance on these items will do the most to further distinguish the brand in the minds of targets.

Above average importance/above average performance – These attributes are the ones that are currently doing the most to differentiate a product/service offering. These items should be monitored for changes but the priority for improving them should be secondary.

Below average importance/above average performance – While the product performs well on these items, they do not weigh in heavily on the brand choice process.

Below average importance/below average performance – While the product/service performs poorly on these attributes, they are relatively unimportant when evaluating the brand.

The next step in the positioning strategy is to determine how the brand is perceived relative to the existing competitive offerings in the marketplace. This analysis involves observing the position of competing products/services/brands in a perceptual space that is designed to represent how consumers view a particular marketplace in general. This perceptual map makes it possible to see at a glance: How are we perceived in target’s minds relative to our competitors? Which competitors are in our ‘competitive set’ – our most closely-related competitors?; and, Which attributes best describe each brand and discriminate between brands in target’s minds?

The perceptual positioning map is easily interpreted and conveys a significant amount of information. With them, marketers are able to see the perceived positions that each competitive offering occupies in the target market’s mind.

Analysis

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