Market research has always been one of those elements in the creative process that fall between a necessary evil and an indecipherable treasure map.
You need it, you can’t deny its critical role in identifying human insights, but you never really know if the insights are the best, or if the people (yourself included) responsible for interpreting it know what they’re doing.
I’ve always relied on strong strategic planners to be the maestros of conducting and interpreting the information we get from big data, metadata, focus groups, surveys and whatever other blunt tools are out there. Good planners use a good dose of intuition anyway, and to me, authentic instinct is as good or better than surveys, statistics or other measures of ‘what they did last year.’
The nagging problem remains: Do we really know what we’re talking about?
The nagging problem remains: Do we really know what we’re talking about? Do we really know the answer to the old marketing joke, “half my advertising budget is wasted, I just don’t know which half”?
Let’s say good research and strategy helps the creative process start running the ball on the fifty yard line. What would happen if we got it at the opponent’s twenty?
That was my state of mind when I sat down with my partners in The Behavioral Science Lab. We knew there had to be a better way to look at the way human beings make decisions. And next week, I’ll tell you all about it.