Delphi Roundtable Debate

02 October 2014

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The Delphi Group conducted an online survey research with over 250 marketing professionals and a series of stakeholder interviews with senior marketing and business people.

Our thanks to:

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Business of Evidence Report by MRS and PwC showed the UK Research & Evidence Market generates

£3bn a year in GVA 

Research and Evidence Market Annual GVA Design Industry Annual GVA£0

£500,000,000

£1,000,000,000

£1,500,000,000

£2,000,000,000

£2,500,000,000

£3,000,000,000

£3,500,000,000

£3bn£2.4bn

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Is Your Organisation Insight Driven?

Insight driven companies were seen to be more successful

75%

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Is Your Organisation Insight Driven?

Insight Driven companies were seen to be more successful

Identifying their own company as Insight Driven

75%

38%

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The 10 characteristics

of an Insight Driven Organisation

1. Champions the customer

Uses evidence to personalise the customer to the organisation

Identifies internal stakeholders & builds dialogue

Moves from reporting to engaging/listening

“Staying close to customers should be a philosophy, not a series of projects. It should

be invisible within a business, part of the wiring”

2. Builds partnerships with suppliers

Engages procurement team with full background briefing

Puts times into improving skills of procurement to understand requirements

Identifies internal stakeholders and engages

“The clear partnership approach of agencies together and agencies

with ‘Company xxx’ is a first principle…”

3. Gets the why as well as the what

Ensures choices are clearly explained in the business

Articulates insight narrative throughout the organisation

Builds credibility as a valued voice in the business linking research to commercial goals

“Research is a key driver of business growth. It enables the

team to make informed decisions and gives us direction

regarding where we should invest our resource and our

budget”

4. Uses research as part of its key metrics

Uses research to balance operational measures with measures of customer value and performance

Creates measures that drive desired corporate behaviours

Balances short term measures with forward looking insight to drive organisational decision making

“Xxx evaluate all their research annually by looking at the

payback of research-supported projects. They do not look at the payback of research in

isolation”

5. Uses insight to drive decision making

Ensures research is fit for purpose and connected to business goals and objectives

Develops insight which is directive and helps prioritise action

Communicates and embeds insights effectively

“A valuable piece of research is the one that provides actionable

insights that can be directly implemented through our business

strategy”

6. Uses insight to inspire and drive internal change

Builds engaging communications strategies to communicate insight

Generates a narrative from insight that can be understood and used by the different audiences that need to use it

Works to bring research to life at operational levels

“People talk about [the research] and it has entered

the internal legends that drive things forward”

7. Believes that customer value drives competitive advantage

Understands that customer value is at the heart of driving value to the business

Helps the organisation understand how to generate desired customer outcomes

Ensures that there is a fair exchange of value between the business and its customers

“I strongly believe [the research] was the big

difference in taking a £10m idea to a £100m idea”

8. Balances what it wants and what it should do

Influences the organisation to ensure that customer impact is part of the decision-making process

Helps balance organisational output and customer outcomes

Identifies unnecessary processes that are internally driven and don’t help deliver customer value

“The main value of research is to keep you honest to the real views of consumers. It stops organisations doing the things they want rather than the things they should”

9. Focuses on the questions the data needs to answer

Identifies the key purpose for new data collection/ knowledge generation

Ensures the right questions are asked and that research connects to commercial outcomes

Understands what data can and cannot do

“Good research is about being an analyst and about telling a story that works towards a conclusion”

10. Knows people not processes are the key differentiator

Understands how great people can make up for poor processes

Understands the importance of people and development in the insight generation process

Builds capability and capacity in its people to deliver and embed its work

“People, not process are critical to the development of successful research and driving real value from it.”

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Thank you