Psst! Your customers are talking about you. And with today’s technology, it’s likely being done through social media. A good thing, indeed – if what they’re saying is positive. And if it’s negative? Well, that means you’ve got some work to do. Either way, you need to know what your customers are saying (whether you are B2C or B2B) in order to develop and maintain a successful business.

The question then becomes “How?” How do you use this extremely powerful virtual “word of mouth” sounding board – the top three being Twitter, Facebook and LinkedIn – to learn more about your customers?

It’s likely you already have accounts/pages for all three of these channels. It’s also likely that you, or someone at your company, set them up with no real strategy because everyone is doing social media, and you didn’t want to be perceived as behind in the times. If this sounds familiar, you are not alone.

Before you start tweeting, updating, etc., you need to dig a little deeper to understand just who is out there and what they are saying. How satisfied are your customers with your company, and what are the areas you need to improve in order for those customers to want to promote or recommend you? No matter how many resources you apply to social media or any other marketing form, the long-term growth of your company is tied directly to how satisfied your customers are. That may seem like a no-brainer, but so often businesses lose sight of this important aspect.

One of the best methods to measure customer satisfaction, segment your customers and provide direction on improvement is through net promoter-based customer research. The main reason why this method is so powerful is that, if done right, it can predict business growth (or decline) in a very direct and statistical manner. That’s why MillerPierce has a full-time Research Director on staff who specializes in helping businesses – both B2C and B2B – learn more about and engage their customers.

Once you have your NPS results, you can better develop your social media efforts and will be well equipped to respond to the needs and desires of your customers. Check out how NPS was successful for this national client. Then see an example of a successful social media campaign.

If you’d like more information about MillerPierce and how we can help you with both customer research and social media, contact us today.

What doesn’t take the gold, however, is the logo for the 2012 Summer Games, shown here:

Once I got past its peculiar similarity to Saved by the Bell, it took a good five glances or so for me to realize that it’s a stacked “2012.” (You see it now, yes?) At first, I thought it might be confetti or some sort of jigsaw puzzle. A quick Google search shows that some people are a little more imaginative, seeing two dancers (others were less PG in their depiction, ahem!), while some saw – and were offended by – the word “Zion.” But the most accurate description came from a blogger who called the logo “a bad ‘80s hangover.” Ouch.

With confusing art, outdated colors and an $800,000 price tag, the logo sparked harsh criticism when it was revealed in 2007. Some Brits were calling for a do-over, saying that it reflected poorly on them as a nation. Double ouch. But alas, the logo stood its ground (but likely not the test of time) and will soon be all over every newscast in the world and branded upon millions of souvenirs.

Your logo is a direct reflection of your brand. People will forever associate you with your logo – good or bad – so it has to be memorable and relevant. It must also be clean, clear and inoffensive, with colors and fonts that speak to your target demographic.

MillerPierce has been creating logos – for a much smaller price tag than the 2012 Olympics logo! – since 2000. Our talented, center-brained staff will tackle every angle of logo development, from start (market research, focus groups, etc.) to finish (crisp design and tagline creation), giving you a new look that will undoubtedly take the gold.

Contact us today to get started!

MillerPierce’s client had over 75 years’ experience servicing the electrical contractor market. Their growth was dependent upon those contractors bringing them business, which was limiting in many ways, especially considering the depth and breadth of the products and services they offered. To circumvent those limitations, the client needed to understand what were the most viable products and services to lead with and what business policies were critical to compete and win.

Methodology

The research effort began by conducting telephone interviews with decision makers (facility and plant managers) from each of the targeted vertical segments. The qualitative interviews identified the unmet needs, operational excellence measures and key product interests that drove the development of a quantitative survey.

A quantitative survey was executed with decision makers from each vertical segment identified and pre-qualified through a panel. The vertical segments included oil and gas, food processing, petroleum/chemical processing, automotive, utilities, packaging and transportation, and pharmaceutical. More than 400 surveys were completed with quorums met by vertical segment.

Key Findings and Actions

Our client learned that they needed to dramatically increase their offerings in worker safety, including controls, training and safety products. They also learned that just-in-time delivery and guaranteed pricing were the two most important business policies to gaining business from competitors. In addition, the research showed that it was important that their sales force be structured to include national accounts specialists that called on corporate contacts supported by vertical specialists who worked on the individual plant level by geographic territory.

MillerPierce also provided key marketing messaging and sales tool design based on the research results, further escalating the client’s preparation to quickly enter the market and secure new business.

The overall purpose of this research project was to determine if investing in packaging innovation would positively influence the client’s sales. The key questions that needed to be answered through the research analysis were:

• Does inner and outer packaging make a difference to end user customers and to distributors as it related to their purchase decision?
• Do purchase influencers see the packaging products are contained in?
• What attributes of packaging influence the order/re-order of product brands?
• How big is the channel store front market and what are the special packaging needs of this segment?
• What role does recycling play in packaging perceptions and purchasing decisions?

Methodology

The research was executed using primary, qualitative and quantitative methodologies. Primary research was conducted by visiting channel partner warehouses and end user customer facilities to view competitive packaging and interview decision makers regarding key issues surrounding packaging.

The primary research was followed by conducting telephone interviews with end user decision makers from 25 different locations to test survey questions and gain further insight into key issues, visibility of packaging, etc. Finally a quantitative survey effort was conducted globally through a combination of web/email, direct mail and personal delivery methods as appropriate for each global region. A total of 975 customers and prospects participated in the research study.

Key Findings and Actions

The results showed that there are two distinct attitudes toward packaging: those who are influenced by packaging and those who are not. The largest was the group that was, in fact, influenced by packaging. They also were the group that cared more about quality products. Those who didn’t care about, nor were influenced by, packaging also were the most cost-conscious. Strong preference and satisfaction was associated with the type of information on the packaging, the placement and how readable it is.

The research further identified a significant opportunity in rapidly growing storefront operations in Europe. These operations requested specific packaging attributes. Based on the research results, MillerPierce helped the client develop a packaging program that matched the various segments of the product line from value to premium products with special to support retail operations.

Our client has been in business for more than 100 years and has a global business with a broad range of product brands. They engaged MillerPierce Research to help them determine the following:

• What were the perceptions of their brand and how did they differ between channel partners and end user customers?
• How did brand equity differ between global regions?
• Was there enough equity (and what type?) in their brand to be able to expand it into new product categories?
• How did their brand perceptions compare to the major competitors, as well as other industry leaders?
• What are the most important changes the client could make to further improve the equity and perceptions of their brand?

Methodology

The research effort included conducting qualitative phone interviews with a number of channel partners and end users to establish direction for a quantitative survey to be executed via CATI supported web surveys. Quorums were managed for channel partners, end user customers and each global region.  More than 940 channel partners and end user decision makers participated globally, and all quorums were reached. Results analysis reflected a 95% reliability rating.

Key Findings and Actions

An analysis of the results was performed and reported on by global region and by the two types of customers (channel partner and end user). Factorial analysis was used in addition to several types of regression modeling. Below are explanations and an example of some of the factorial work:

Example of the top line factors included in the analysis along with the criterion measures:

The final full report was over 349 pages long and broken out by global region along with recommended actions for each region and the corporation as a whole. One of the most interesting findings was that Germany had the highest level of brand equity and was also the only geographic area that had implemented a “Hunter/Farmer” sales structure with significantly higher sales than the rest of the European region, as well as all other regions. As a result of this research, the client launched a four-year branding initiative that included ongoing measurement through a Net Promoter based research methodology.

The purpose of the entire research process was to design, develop and test breakthrough products specially engineered to deliver unmatched performance, while addressing the specific needs and attribute requirements for each type of professional construction trade. The research included three phases:

• Identify how each tradesperson used this type of product, how it influenced their job performance, and what were their key unmet needs.
• Using the designs developed as a result of the first phase of research, the second phase tested the performance of product prototypes on job sites to determine how well the concepts delivered on the overall unmet customer needs.
• Determine purchase intent, price sensitivity, packaging design preferences, retail purchase habits and floor positioning, and test advertising messaging and creative concepts.

Methodology

The initial research was conducted via focus groups held in four different U.S. cities and geographies. Three sessions were held for each trade group: Carpenters, Plumbers, Electricians, HVAC technicians, Heavy Laborers and Masons. The focus sessions included a variety of interactivity designed to illicit specific detail relative to product performance requirements, likes, dislikes and delighters. In addition to visual concepts, competitive and current client products were used to help facilitate discussions.

The second phase of the research utilized field trials to test the performance of a variety of product prototypes developed based on the information acquired from the focus groups. Fifty participants were recruited for each professional trade and required to use the prototype product for a week and bring the product to a debriefing session held on the job site a week later. Field study participants also completed a pre-trial and post-trial quantitative feedback form.

The third phase was performed via focus groups that included all of the professional trades. Packaging, advertising and POP concepts were tested, along with additional feedback on some of the product details and what messaging not only resonated, but also had a universal positive impact on the sale.

Key Findings and Actions

The first phase of the research produced specific design concepts that were then provided to the R&D and manufacturing team for production feasibility. To achieve the goal of launching a game-changing product line, a brand new technology needed to be developed and refined over two separate phases of field trialing product concepts. All research information collected through the entire process not only impacted the final product line introduced, but was woven into all aspects of the product launch.  Because the MillerPierce field trialing was so effective, a job site blitz was a key aspect of the launch strategy.

With over 56 global and regional product brands, there was obvious confusion in the global marketplace related to the Ansell brand for food processing gloves. This provided Ansell and MillerPierce with a unique opportunity – to create one global brand to dominate the food processing market. With a focus on versatility, high performance and protection, the VersaTouch™ brand was born. It is Ansell’s integrated source for glove, apparel and educational support for the food processing Industry.

BOLD IDEAS

MillerPierce provided strategic guidance and competitive research to the global marketing team as the product line was revamped into an easy-to-understand, comprehensive global offering. MillerPierce also designed the new VersaTouch packaging, collateral and educational literature with a clear icon system to identify the product’s application, guiding users through the food processing portfolio. By selecting a new palette of clean, bright and fresh colors for packaging and literature, MillerPierce made the VersaTouch brand identity attractive and easy to identify.

MEASURABLE RESULTS

Within several months of the initial soft launch that included a new product, sales increased by as much as 30% in one global region alone.

A large Cable Company was experiencing a significant amount of attrition from their most profitable customers, primarily due to the adoption of Digital Satellite systems. The company sought help in attrition control for those customers at the highest level of risk.

BOLD IDEAS

An attrition list was developed and segmented in the customer database. Each customer on the list was sent an invitation to join a “loyalty” program. The invitation included a survey to be completed by phone via a toll free number or by return mail. Customers who participated received 10% off their next month’s bill. Survey information was used to populate the database with relevant marketing information on each customer. This information was then used to customize program offers.

COMMITMENT TO RESULTS

• 74% of the targeted customers participated.
• A 23% reduction in customer attrition was realized over six months.
• The company realized a 15% increase in programming purchases as a direct result of program implementation.

Using sound research and social media initiatives, MillerPierce helped Ansell develop a strategy to support their sports marketing branding sponsorship.

BOLD IDEAS

• Research conducted to gauge Ansell’s current level of social media “buzz”
• Official racing website developed to enhance community growth and provide destination for users to follow “behind the scenes” action of Ansell racing team
• Twitter and Facebook leveraged to reach those who follow racing content. Community of 15,000+ total followers after first year.
• Nationwide sweepstakes launched to create leads in social media space. Participants could enter through web or use scratch-off cards at racing events.

MEASURABLE RESULTS

A community of 15,000+ total Twitter and Facebook followers grew in one year’s time. Links from these social media efforts generated a 37% increase in traffic to Ansell’s home page and approximately $2 million in revenue.

As part of an overall launch into the construction and DIY market, MillerPierce assisted Ansell in securing a prominent position in one of the nation’s largest “big box” home improvement stores. To begin the process, MillerPierce conducted consumer research within home improvement stores and held focus groups to determine how consumers approach product selection at these stores and what drives their purchase decisions.

BOLD IDEAS

• New market/channel development research
• Focus groups
• Packaging and POP design and development
• Advertising and promotional development

MEASURABLE RESULTS

MillerPierce designed packaging and POP that not only significantly improved the customer experience, but increased the retailer’s category profit by 30% in the first year. Much of the success came from those POP materials that educated customers on which products to choose for the specific applications. The retailer relationship also included a racing program that helped to elevate brand awareness and grow consumer relationships.

The Target Solutions Management Team enlisted MillerPierce to develop a strategic growth plan to meet their objectives of doubling company revenues over the next 18-24 months. MillerPierce executed a comprehensive market research study of the primary vertical industry of focus: Fire Service. Included in the research was a complete competitive study, prospective customer research and current customer feedback. MillerPierce utilized the research to develop a strategic and tactical marketing plan, including budget, implementation schedule and projected ROI.

BOLD IDEAS

Research showed that prospective customers in this market get their information on new products and solutions primarily through word of mouth and print ads in trade publications. Taking the message to the market in the way they want to receive it is critical to success – whether you agree with customer opinion and culture or not. MillerPierce developed and implemented an advertising campaign that brought the “word of mouth” source to print. The campaign also integrated drip marketing and a promotion to win a free iPad into the lead generation and qualification.

MEASURABLE RESULTS

Lead generation went from an average of 3 per month through the website to more than 150 per month – that’s more than a 98% increase! Lead counts and sales closings continue to grow as prospects move through the sales process, and the momentum continues to build from the ad campaign.

An example of what MillerPierce does best is leveraging customer and market knowledge from product concept to launch. When our client approached us with an idea in mind, we jumped at the chance to help them grow!

BOLD IDEAS

It all started with learning about unmet customer needs around construction trade professionals through focus groups and sales input. That knowledge was applied to product concepts that were developed to satisfy those unmet needs. MillerPierce tested the new product concepts and prototypes on job sites until the final production products were significantly higher performing than any other competitive product on the market.

But that’s not all. The new product line needed to be differentiated from the core brands in the B2B segment through a new brand and identity, especially since these new products were breakthrough designs and technology that carried several patents and trademarks. MillerPierce conducted comprehensive global market research to test new brand names and identities, as well as gather robust psychographic, lifestyle and demographic profiles across several market segments.

MEASURABLE RESULTS

MillerPierce and Ansell introduced the ActivArmr™ brand. The new brand was ground in two fundamental benefits of product performance:

1.  ACTIVE – Delivering AGILE, DYNAMIC performance across a range of extreme, task-oriented ACTIVITIES

and

2.  ARMOR – Ensuring the delivery of ROBUST, ENGINEERED PROTECTION without sacrificing comfort.

ActivArmr™ Jobsite Gear includes products for the electrical, plumbing, HVAC, carpenter and construction, mason, and heavy laborer trades. ActivArmrä Mission Critical Gear includes products for the military and first responder professionals.

After the brand identity was established, MillerPierce went to work developing the packaging, POP, collateral, website, videos and other marketing elements used to launch the product lines(s) and the new brand.

Goddard, a franchise network of high quality, preschool education operations, wanted to know what the ROI was on their media purchases. MillerPierce analyzed their budgets and lead reports for all-sized markets to find out. Research conducted via social media uncovered that budgets must be reallocated to the meet the ever-changing media consumption habits of women seeking quality childcare and education.

BOLD IDEAS

• Lead data analysis
• Buyer behavior research
• Qualitative research via social media

MEASURABLE RESULTS

Goddard altered their marketing mix, including a new emphasis on social media, and realized a quick improvement on marketing ROI.

My first blog! I feel like I should say that it’s my first “of many” because then it means I have to hold up my end of the blogging bargain (blogain?) and not get so wrapped up in the work thing that I neglect my adoring fans, er, blogging duties. However, since I’m a writer (who loves parenthetical asides. See what I did, there?), I don’t think I’ll have any accountability issues when it comes to keeping you in-the-know about the great things going on here at MillerPierce.

Speaking of great things, as you can see, we’re celebrating a re-launch of our website. We wanted to refresh the look, give it some personality and, most importantly, better showcase the work we do here. Mission accomplished? You tell me. I’d love to hear your thoughts in the comments section below. It’s still a work in progress, but really, if your website isn’t continually being updated and “worked on,” it’s probably not a good website anyway, now is it? In other words, keep coming back and checking it out. Our IT director just loves it when you do that.

In addition to the web refresh, we’ve also amped up our social media efforts. If you’re not already following us on Twitter, Facebook and LinkedIn, you should! We’ll keep you up-to-date on the latest industry news, our work, clients, job openings, etc. And of course we’ll have fun giveaways. Who doesn’t love free stuff?

Ok, now that I’ve set the stage, take a look around. If you like what you see and want to know more about what MillerPierce can do for your company, give me a shout. But don’t shout too loudly. I just read that for my blood type, loud noises are stressful. (Yes, I really did read that.) Anyway, let’s talk!

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Everything you need to think through before you get started

Video is quickly replacing print with its ability to engage multiple senses and stimulate the emotions associated with purchasing and learning. In addition, video can be utilized across multiple mediums without additional cost, leveraging an investment many times over. But just because video can reap all of these benefits, doesn’t mean it will. A video must hit the mark with an audience and leave the right impression of your brand. These can be achieved with targeted planning and execution.

MillerPierce has developed the following checklist for video planning and production to facilitate this process. This checklist serves as an overall guide, but just like with any MillerPierce project, the MillerPierce team advises and works directly with its clients to create a project that is unique to the organization’s goals and objectives.

Objectives and Audiences Defined:

Download the Checklist! (pdf)

Objectives

A consumer packaged goods company engaged MillerPierce to conduct Net Promoter Score-based research on their sexual wellness brand. In addition to measuring the strength of the product brand against competitive brands, the research was also to identify:

• Strengths and weaknesses of the client brand relative to product performance
• Most important performance factors identified by consumers and how client brand delivered on those factors
• Shopping behavior and ideal customer profile
• Packaging preferences
• Areas of opportunity for competitive gain and market segment dominance
• Emotional attributes associated with client brand and competitive brands

Methodology

The research participant pool was compiled from two primary sources: the first was a database of individuals who had sampled the client’s product in the past (approximately 10,000), and the second was a panel of qualified sexual wellness product users who had been identified through a consumer panel. A quantitative survey was developed and fielded through email invitations. Segment quorums that were managed included competitive users, panel versus samplers, and age groups.

Part of the survey included identifying pictures of consumer types with sexual wellness brands and tying text messages of brand taglines to the appropriate brands. The MillerPierce creative and technology teams were engaged to make this type of visual interaction and tracking possible. A total of 1,300 consumers participated in the quantitative research, and another 213 participated in “secured chat” follow-up interviews to dive deeper into consumer definitions of prioritized product performance. (The “secured chat” option was utilized due to the sensitive nature of the research topic.) Participants were sent a free 3-pack of the product in exchange for their participation in the follow-up interviews.

Key Findings and Actions

The client learned that, according to the NPS scale, their brand ranked in the middle compared to their competitors and other benchmark consumer brands. They also learned that each brand in the sexual wellness category dominated a certain segment and carried with it distinct brand perceptions. The client’s brand was strongly preferred by women between the ages of 35 and 50, and those women preferred to purchase their product while shopping for groceries and other household or personal care items. They also learned that this consumer group preferred discreet packaging versus the trend toward more elaborate upscale shelf presence. The client used this research to drive media planning, product positioning, packaging and new product development, ultimately resulting in a 15% increase in retail sales in six months.