Raising research’s profile

Editor’s note: Keith Malo is director of research services at Largo, Fla.-based Cox Target Media Inc.

Using collective learning from present and previous corporate-based research experiences, with past supplier-side employment, this article offers practical suggestions for the internal research team aspiring to strengthen its customer relationships and increase its overall organizational value.

Unlike their supplier-side counterparts who prospect and recruit clients, by default of their own arrangement, in-house research teams are duty-bound to supporting an established, predefined customer base: their colleagues in other functional areas of the same organization.

This institutional marriage enables distinct advantages. Along with bringing to the corporation accessible, cost-effective research expertise, the team likewise possesses an intense intimacy with the enterprise’s industry, strategy, business model and inside processes.

And that deep-seated closeness to the client business is something rarely achieved by outside research suppliers.

Similar client challenges

Corporate-based research practitioners and their supplier-side equivalents face similar enduring client challenges.

Much like research suppliers, in-house research teams manage customers charged with conducting satisfaction programs, usability tests and product development research because operating procedures, an executive or accreditation body dictates “it must be done.” Frequently this forced or compulsory exercise produces detached clients, with little concern for sound study design and execution “so long as something gets done.”

Moreover, internal teams also encounter end-users who don’t understand research or appreciate its limitations. Consider customers who accept low sample-size results or findings from a handful of focus groups as absolutes for the basis of decision-making and long-term strategizing. Or the manager who believes that happenstance telephone calls with a few clients is a viable “research program.” And how can we overlook the customer who unfailingly interprets unfavorable findings as “simply bad research”?

Research inherently requires some degree of methodological approach, structure and discipline, as the value of any data is only as good as the process used to obtain it. For those customers on the front line of fast-moving, dynamically changing marketplaces this may appear rigid, time-consuming and perhaps just too much of an obstacle “to have to deal with.”

Further complicating the situation, and sometimes correctly, researchers can be perceived as being too focused on research and not concerned with or aware of larger business perspectives.

It is perfectly acceptable for clients, internal and external, to not be researchers themselves, because it’s the researcher’s job to be the research authority, while the end-user ought to remain the expert of their line of work, be it human resources, product management, marketing, sales or training.

Yet, the situation as a whole presents a promising opportunity for in-house researchers to demonstrate, in significant, not “too research-ey terms,” the value the team brings to the table to attain strengthened client partnerships and greater organizational success.

Following are some pragmatic items for in-house research teams to take into account in building shared internal partnerships.

The research team must behave as a true team. Take an objective inventory of the research team’s performance behaviors and correct deficiencies early. It is unrealistic to expect clients to partner if the research team itself is disorganized, unfocused and unable to consistently model the competencies that support collaboration, open and constant communication and a culture of customer service. Remember, a team is not just a collection of individuals but rather a group of people purposefully assembled and synergized to accomplish specific goals.

Assume the role of a consultant. The research team should make every effort to be a preeminent, trusted business advisor for its clients. Toward that end, it is important to ask many questions and show appreciation for the customer’s strategic goals and situation, including internal political considerations. It is critical that appropriate research team members be included in client meetings, discussions and e-mail exchanges - and vice versa. Equally, the research team has an obligation to proactively educate and inform its clients on the topic at hand, just as an outside consultant would. A successful partnership requires two-way communication, empathy and mutual respect.

Formulate and share project plans. Project plans that are written and contain critical elements - for example, program objectives, key milestones, the roles and obligations of each party along the way - are very important to managing expectations and maintaining accountability. You may even request that the client sign plans with the team as a service agreement. Keep in mind, success requires that realistic goals and objectives are established and agreed upon - ideally before a project commences.

Share a common language. Jargon should be kept to a minimum, however undoubtedly the research team will use terms - n-size, mean score, top two-box, index, significance testing, correlation coefficient, conjoint analysis, to name a few - and clients too will use language or acronyms unfamiliar to the research team. That’s okay. In conversations and exchanges, have clients repeat back what they heard and similarly take steps to understand their language and repeat back to them what you heard and understood.

Involve clients in the research process. Including clients can help them understand firsthand the research process and perhaps develop a long-term appreciation. Have customers initially document project objectives, desired outcomes and envisioned deliverables. Additionally, allow them to share their perspectives on the marketplace, industry trends and the issue under discovery, as they may have much to contribute. Be sure to keep clients updated of program progress and developments. Bear in mind that against today’s business realities it is crucial that the research team be open to reasonable project change requests that may arise.

Be flexible, but don’t compromise integrity or be an order taker. In-house practitioners, just as their supplier sector peers, have an obligation to be good stewards of the research vocation and that includes performing within industry-accepted standards and practices. Clients likewise have responsibilities to their own industry and internal reporting structures. While the research team must carefully uphold reasonable and defensible standards, it is possible to tailor study designs and approaches to accommodate the realities of contemporary commerce without compromising research program integrity. When appropriate, and as tactfully as possible, be prepared to challenge a client’s assumptions and hold the line on project approach, objectives, methodology and timelines. Be sure to listen to them, and don’t withdraw when they say “No!” Just as they’ll question and challenge suggestions and recommendations, the research team must be prepared to do the same. Don’t forget that this is a partnership.

Always be mindful of “the fine line.” While the research team has an obligation to adhere to industry-accepted practices, the team is also on the organization’s payroll, and hence has a responsibility to promote its employing brand. At times balancing the two roles can be difficult, but it is certainly possible to maintain research standards while serving the needs of your brand.

Demonstrate value. Certainly the team will utilize external research partners for data collection and access to syndicated databases. Rather than simply delivering those supplier-created deliverables internally as-is, the research team must translate the collected information into the organization’s own language and provide insightful implications for the business that an outside collaborator can’t provide.

Don’t become too insular. When commissioning external research organizations to execute research programs, either full turnkey or select phases, take advantage of the opportunity to choose experienced outside research suppliers who can provide objective and novel insights as well as introduce the team to emerging technologies, such as wireless handheld devices, eye-tracking, audio and video diaries, electroencephalogram mapping and functional magnetic resonance imaging or other applications being adopted by the research industry. Partnering with a respected and progressive research organization can help elevate the value that the in-house team brings to its internal clients.

Communicate for your audience. The team must be able to explain pertinent research data in succinct terms for non-researchers to grasp quickly and correctly. Whenever possible, use pictures, graphics, audio clips and video footage in place of cumbersome and exhaustive text. This is especially important when the research team is supporting executives and sales channels. Often company management and its purchasers are not researchers themselves. Put yourself in your audience’s shoes and communicate in terms that are meaningful to their business objectives.

Significant investments

Achieving this shared success with internal clients requires that the organization make significant investments in the research team and that the team be resourceful in positioning itself.

Invest in the team’s human capital. From the most junior member to the senior analyst and manager, the organization must earmark the assets needed to attract and retain a skilled and competent team. If the research team has an incomplete lineup of talent, it will be unsuccessful. Additionally, if the research team has a leadership void, the team is all but guaranteed to fail. A triumphant in-house research team must have the right leadership in place and this includes management with the wherewithal to:

  • successfully recruit and keep qualified and talented research practitioners;
  • continuously make technical and interpersonal training and development investments in them;
  • maintain constructive relationships with the team’s individual members, clients, prospective clients and senior leadership;
  • constantly communicate relevant information to both the team and the institution at large;
  • be a strong champion of the team and promote its services and the significance it adds to the enterprise;
  • effectively represent the team to secure the resources required for the team to successfully execute research programs; and
  • recognize limitations and steer the research team away from initiatives and exercises which have the potential for complete failure.

Invest in the team’s technological resources. Now more than ever, advancing technological devices and applications are commonplace in sales channels, executive suites and product development labs. If the research team is to be successful supporting their constituencies and helping advance their business objectives, then they likewise need to be empowered with the latest in analytical, data management and communication tools such as laptops, cell phones and PDAs. This investment keeps the research team on a level playing field with its customers - reinforcing the equal partnership tone - and also helps with the recruitment and retention of skilled and high-performing team members who may also work from remote locations. All company expenditures are a reflection of its values and if the research team is to be a true partner, a competitive differentiator and influencing stakeholder, then the enterprise should fill the team’s hardware and software needs.

Brand the research team. To help develop that true team spirit, create a unique image and trademark. By nature of the discipline itself, researchers have a tendency to be uncomfortable promoting themselves. Establishing a distinctive team identity for members to rally behind may help foster cohesiveness and increase overall team awareness and identification amongst other parts of the organization, especially when co-workers continuously see the team’s logo on reports, presentations and materials.

Educate the organization on the research team’s capabilities. This may be accomplished in many ways:

  • Create concise, easy-to-understand branded marketing collateral that illustrates the research team’s product and service offerings which can be distributed in hard copy and electronically.
  • Develop a branded “research room” on the company’s intranet site to post the team’s product and service offerings, documents defining commonly used research terms, marketing collateral that sales channels may use with its clients and prospects, select research program findings and of course a team member directory.
  • If possible, also include team member photos and biographies on that site - incorporating educational credentials, industry association memberships and individual team member certifications - and make a team member responsible for keeping this material up to date.
  • Formally and informally advertise the team’s availability and skills at events such as divisional and company meetings. This may be incorporated in the presentation of pertinent research findings.
  • Host “lunch and learns,” Webinars and one-offs to remind colleagues of the services and value the team brings to the organization.
  • Sponsor a regular newsletter or e-newsletter or participate in other organizational newsletters and communication vehicles to again remind colleagues of what the research team can do for them.

Be careful to not overload internal customers; information overkill can be an enemy of the goal. But do take advantage of the captive audience to remind them the in-house research team is available, willing to participate and can aid the advancement of their short- and long-term goals.

Partner with senior leaders. If organizational circumstances facilitate such a partnership, the research team should take advantage of respected and visible senior executives willing to advocate the research team and all it has to offer enterprise stakeholders. This support can go a long way in reaffirming the credibility and legitimacy of the team company-wide. On the other hand, be cautious. In some organizations, boardroom politics could put the team in an awkward position should a senior leader have ulterior motives or lack the knowledge with which to appropriately promote the research team.

Develop and uphold a macro perspective. While maintaining the research aptitude of the team is paramount for success, of equal importance is having an understanding of where the business is going. Team leadership must take the time to educate research team members on the organization’s strategy and contemporary initiatives and demonstrate how research can contribute to the accomplishment of those objectives. This education effort may include sessions with senior management and divisional leaders presenting their strategic visions and goals. When team members approach their individual number-crunching exercises and consultative engagements with a universal or broadened outlook, they are better positioned to create more powerful and useful research-based solutions for customers, thereby increasing the team’s overall significance.

Accept change! Perhaps because of the discipline required to conduct sound research, researchers generally resist change. But in modern business, change is inevitable. Unexpected marketplace and organizational developments will no doubt require that project plans, questionnaires, sample design, timelines and even complete program scopes have to be amended post-conception. Don’t forget that Darwin suggested that those who adapt to change, as opposed to the strong and intelligent, are more likely to survive. And if the research team is to carry on and thrive, members must embrace change and apply their trained diligence and competence to developing those revised approaches.

Unique culture

Every organization and workplace has its own unique culture and norms. Against that backdrop, an internal research team’s success is largely dependent on devising approaches that will capitalize on those customs and acceptable processes. Unfortunately there is no one-size-fits-all set of tactics. This is an area where strong research leadership is necessary to define, chart and guide the research team’s strategy.

Moreover some degree of patience and flexibility may be required, especially in organizations with key individuals who have a genuine misunderstanding of the role and functions of the research team.

At the same time, don’t promise what cannot be truly delivered. Positioning the research team as a powerful institutional shareholder may result in disaster if the team can’t deliver on its pledges.

And don’t compromise integrity. The research team will always be caught between upholding accepted industry practices and the need to advance the employing brand, especially in competitive spaces. Since there are no guarantees with research results, it is incumbent on the research team - and particularly its leadership - to develop responsible, creative strategies to bridge the two obligations.

Powerful team

When all the right parts are in place - properly-aligned personalities, attitudes, skill sets and analytical tools - it is possible to develop a powerful and successful in-house research team, one that works well with internal customers to build a collaborative environment, accented with mutual respect and lines of accountability.