Category: General

With all the hoopla around artificial intelligence, today’s most precious commodity remains human attention. And it’s become a rare commodity indeed. Given the deluge of information from disparate sources, our lives have become inundated with content — all vying for our increasingly limited attention. The technology that was meant to bring us together has inadvertently driven us into information silos where we stay isolated and closed off from outside messages.

This information overload compounded by a crowded digital landscape has an especially large impact on small to medium businesses (SMBs) and the way they reach their audiences. We know: Thinkpiece is one of them.

Once upon a time, traditional TV ads were considered the best way to capture eyeballs and lots of them. While still an effective medium for some demographics, TV ads in today’s streaming and on-demand world can be easily ignored or bypassed with the tap of a finger or press of a button. Print advertising isn’t fairing much better, as digital media expands and magazine readership declines. Email — once a bastion of SMB marketing — has also lost effectiveness amid overflowing inboxes and overly aggressive spam filters.

But not to worry: there’s always social media, right? Heralded as a game-changer for SMBs, social media marketing was supposed to level the playing field for small businesses without the big-brand budgets. And maybe for a while that proved true(ish). But as the social media landscape evolved, algorithms grew increasingly cryptic, and third-party cookies appear to be on their last legs, social media has now become a pay-to-play model. And the more you pay, the more likely your target audience will see your ads. Organic reach is ostensibly gone, leaving many SMBs struggling to gain visibility without blowing up their ad budgets.

So What’s an SMB to Do?

In a word, or rather two: niche marketing. Instead of casting a wide (and often expensive) net hoping to snag a few prospects, in the process getting lost in the sea of other businesses doing exactly the same thing, savvy SMBs focus on reaching and engaging a specific, passionate audience that aligns perfectly with the products or services they offer. In the case of niche marketing, less really can be more — more targeted, more receptive, more reachable, and more likely to make the leap from prospect to paying customer.

To be effective, niche marketing requires knowing your target audience, as well as how and where to connect with them. We’ve broken it down into the following five-step guidelines.

1. Know your niche.
SMB, know thy audience. Understanding the specific interests, needs, and pain points of your target prospects is the first step. Through diligent research and analysis of current and potential customers, SMBs can pinpoint the specific niche that resonates most with their offerings.

2. Create targeted content.
Once you’ve defined your niche, now comes the task of creating content that directly caters to the interests and concerns of this specialized audience. Whether it’s insightful blog posts, engaging videos, or captivating social media content, providing value is key to winning the hearts of niche consumers.

3. Get personal with your email.
The more personalized the emails you send, the more likely you are to get a response. Start by segmenting your email list based on different niches or interests, then craft personalized email campaigns that speak directly to each segment’s specific needs. This approach leads to higher open rates, engagement, and ultimately, conversions.

4. Meet them on social media.
Instead of waiting for your target audience to come to you on social media, go out and find them there. Participating actively in social media groups and forums related to your niche can foster authentic connections. By sharing valuable insights and being genuinely helpful (rather than blowing your own horn), you’ll build relationships and grow organically within these niche communities.

5. Host niche events and webinars.
You’re an expert in your niche. So let your target prospects know it. Organizing virtual events or webinars tailored to your niche audience’s interests establishes you as an authority in your field while delivering value to those who attend. This approach also offers an excellent opportunity to engage directly with potential customers and create trust in a non-salesy environment.

Be Targeted, and Be Seen

For small enterprises with great products and services, breaking through the digital clutter can be daunting. By adopting niche marketing strategies, embracing authenticity, and delivering tailored content that leads to meaningful connections, SMBs can claim their deserved spot as industry leaders, defy the odds, and thrive in the competitive digital realm. With a niche approach, SMBs can unveil themselves from the shadows and go from invisible to indispensable.

We’d love to hear about your approach to being seen by your audience, from one SMB to another. Reach out to us anytime.

If you’re a client seeking the insights that qualitative research can provide, you probably know that having a “good moderator” is essential for your project. But what exactly makes a moderator good? What should you expect from them, and what’s the role they’ll play in your research journey? More than semantics or industry jargon, a “good moderator” can significantly impact the success of your qualitative research endeavor.

In the world of qualitative research, there are two essential roles at play: the “interviewer” and the “moderator.” Their distinction may seem subtle, but it carries profound implications for the quality and depth of insights you’ll gain. The choice between these roles isn’t just a technicality; it’s a strategic decision that shapes the entire research process and, more importantly, the value you receive as a client.

An interviewer is a research professional responsible for conducting structured interviews with participants. They follow a predetermined script, asking predefined questions to gather specific information or opinions. Interviewers often aim to obtain clear and concise responses that directly address the research objectives.

In contrast, a moderator is a facilitator of group discussions or in-depth interviews in qualitative research settings. Their role is more dynamic and flexible compared to that of an interviewer. Moderators guide conversations, encourage participant interaction, and adapt to the flow of the discussion, allowing for exploration of unanticipated insights and perspectives.

Let’s dive deeper into why understanding this distinction matters. When you engage with a qualitative research team, you trust them to guide you through a complex process and deliver meaningful insights. You expect them to possess the skills and knowledge necessary to navigate the intricacies of your project. However, the heart of the matter lies in whether they choose to wear the interviewer hat or the moderator hat for your specific needs.

So how do you know which one you need: interviewer or moderator? Here are a few guidelines to help you decide.

1. The Nature of Your Research Objectives

Your research objectives are the compass that guides the qualitative research journey. Sometimes, you need concrete answers to specific questions—answers that can be neatly summarized and acted upon. This is where an interviewer excels. They follow a structured script, ensuring that predefined questions are answered in a clear and concise manner. If your objectives involve A/B testing, concept validation, or other bounded inquiries, the interviewer’s approach may be the most effective.

On the other hand, if your research objectives are more exploratory, with a wide range of possible outcomes, a moderator may be your best choice. They are skilled in navigating uncharted territory, encouraging open-ended discussions, and uncovering insights that might not have been apparent at the outset. When you’re seeking to understand emerging trends, consumer behaviors, or the nuances of complex topics, the moderator’s approach shines.

2. The Complexity of Your Research Topic

Consider the complexity of your research topic. Some topics are straightforward, and your goal may be to gain quick insights or “color” around how people respond to a simple stimulus. In such cases, an interviewer’s structured approach can efficiently collect the data you need.

However, if your research topic is multifaceted, intricate, and requires a deep understanding of expert input or intricate reasoning, a moderator becomes invaluable. They can navigate these complexities, facilitating discussions that dig deep into the heart of the matter. Whether it’s understanding expert opinions, exploring nuanced perspectives, or unraveling intricate decision-making processes, the moderator’s expertise is geared for complex terrain.

3. The Depth of Understanding You Seek

Consider the depth of understanding you require from your qualitative research. Are you looking for practical, surface-level insights, or do you need a profound understanding of the “why” behind preferences and attitudes? If your research primarily involves making practical, immediate decisions with just a skimming interest in the “why,” an interviewer can efficiently gather the necessary data.

But if you’re after foundational insights, seeking to shape a comprehensive understanding of customer experiences and beliefs, a moderator becomes indispensable. They have the skills to engage participants in reflective, insightful discussions that delve deep into the “why” of preferences and attitudes.

Knowing the Difference Makes All the Difference

Understanding the difference between interviewers and moderators in qualitative research is about setting the stage for success, ensuring that your research objectives are met effectively, and maximizing the value you receive.

In the realm of qualitative research, recognizing the distinction between being an interviewer and being a moderator is essential. Both roles are valuable and serve different purposes. An experienced and skilled qualitative researcher understands when, why, and how to operate in one vein or the other, ensuring that the research objectives are met effectively.

Whether your research question is bounded or exploratory, straightforward or complex, practical or foundational, choosing the right approach and the appropriate guide can make all the difference in the quality and depth of insights gained. By acknowledging this subtle yet significant distinction, researchers can unlock the full potential of qualitative research, providing invaluable insights to drive decision-making and shape a better understanding of the world around us.

So, as a client, when you engage with a qualitative research team, remember that you’re not just hiring a “moderator” or an “interviewer.” You’re selecting a guide for your research journey, someone who will navigate the complexities of your project and uncover insights that drive your business forward. Understand what each role entails, consider the nature of your research objectives, the complexity of your topic, and the depth of understanding you seek. Armed with this knowledge, you’ll be better equipped to collaborate effectively and ensure that every interview counts towards achieving your goals.

In our next blog post, we’ll dive deeper into the role (or should we say “roles,” because indeed there are many) of the moderator. Our quest for clarity continues…

Old News: Toyota, thanks to a stockpile of semiconductor chips, was able to stave off production delays better than other auto manufacturers. As chips became an increasingly hot commodity, most global automakers — including American dominant, General Motors (GM) — were forced to reduce production targets, but Toyota held on a bit longer. As result, they became the top-selling automaker in the United States, dethroning GM and becoming the first foreign manufacturer to ever claim the top spot.

New Story: Semiconductor chips are only part of the reason behind Toyota’s success. In fact, we’d argue that the chips may have a lot to do with how Toyota surged ahead, but not the why. The reason for their success has less to do with what they had in stock, how many vehicles they produced, or how their 2021 sales compared to 2020 and a lot more to do with the brand’s steadfast focus on and commitment to their customers.

The Flexible Philosophy That Led to Toyota’s Chip Stockpile

Toyota is famous for its Just-In-Time (JIT) approach to manufacturing. Yet, despite their tendency to run lean on inventory, bringing in only what they need for production rather than warehousing components, the company also believes in flexibility and change.

As Toyota notes, TPS [Toyota Production System] has evolved through many years of trial and error to improve efficiency based on the Just-in-Time concept developed by Kiichiro Toyoda, the founder (and second president) of Toyota Motor Corporation. In other words, they didn’t implement JIT and assume everything was fine. Toyota continued to watch the market, monitored supply chains, and make changes — as they do today — that made sense given not only their needs, but also the state of the industry. So, when they became aware of a potential supply risk following the Fukushima Daiichi nuclear disaster in 2011, the company decided a stockpile of chips would provide security even if it wasn’t strictly JIT.

These chips were necessary for production and were a critical part of Toyota’s mission to continue delivering safe, reliable cars to their customers. And, though Toyota clearly knows the value of evolving their own strategies, this customer focus is one part of the organization that remains unchanged.

Committed to the Brand, Not the Bragging Rights

Analysts may disagree on exactly what led to Toyota’s success beyond the chips themselves, but we see one clear answer. A softer answer that has little to do with numbers, but everything to do with what ultimately matters most: customers.

In response to their new top sales position, Toyota said, “Being number one is never a focus or priority. The company’s focus has always been—and will continue to be—on being the best brand in terms of safety and quality in customers’ minds.” Jack Hollis, senior vice president, Automotive Operations Group, Toyota Motors North America, made a similar statement after the company announced 2021 year-end results: “Despite a second consecutive year of challenges, TMNA focused on delivering an exceptional customer experience.” In contrast, GM noted that they focused on profitability in 2021 and told Toyota, in a roundabout way, to not get too comfortable in the top spot.

Toyota’s statements have nothing to do with sales numbers or production targets. There’s no mention of computer chips or beating out the competition. Instead, Toyota clearly focuses on staying true to their brand by continuing to produce quality vehicles. After all, this focus is what helped Toyota stake a claim in the American auto market when they first began selling in the US in the late 1950s. America’s Big Three — Ford, GM, and Chrysler — were struggling, and the new Japanese brand delivered quality. Even then, the company was clear about their “customer first” approach.

In a way, this feels a bit like Avis’s “We try harder.” campaign. Rather than clambering for market share or pushing for the top spot, Avis knew what they did best — focus on customers and the customer experience — and stayed the course. They leaned into it. Toyota has never positioned itself as the underdog, but they’ve stayed true to their brand. They focused on quality rather than profits. After decades of growth, strategic moves to support manufacturing, and gratitude to their customers, Toyota has accomplished something impressive: They became number one without even considering their rank.

Clicks don’t mean someone has connected with your product or brand. All they mean is that you’ve managed to grab someone’s attention — with humor, intrigue, wow factor, etc. — to make them act. This, in itself, is a feat.

Grabbing attention has always been central to the marketing and advertising mission. If you can grab the customer’s attention, you can tell them more about what you have to offer and, ideally, generate a sale. Today, however, there’s more vying for our attention than ever before and this becomes truer by the day, meaning brands face an increasingly steep uphill battle. This also means grabbing attention isn’t enough.

But it never was.

Brands with the strongest loyalty understand that the most powerful advertising stems from establishing an emotional connection with consumers. Not simply appealing to an emotion with something like humor, but actually understanding the consumer and the values that get them out of bed in the morning. When advertisers and brands make this shift, moving away from products and toward people, clicks becomes customers and, better yet, these customers become loyal advocates of the brand. Successful brands like Peloton are already doing this, and you can take the same approach.

Peloton’s continued human focus

When Peloton, who sells both products and services in the way of exercise equipment (beginning with a stationary bike) and classes that can be taken at home, first launched, the brand focused heavily on their products to establish brand recognition and carve a space in the industry. However, more recently they’ve transitioned to a more human centric approach. Rather than focusing on functionality, Peloton’s turning their attention to those who will be putting their products and services to use. Or, more specifically, how this use interacts with their life.

The “Better Is In Us” campaign is one of their earlier examples, focusing on the various challenges we overcome in pursuit of something better in ourselves, but Peloton continues evolving this message. The 2020 “Meet Our Members” campaign focused on real Peloton customers and how Peloton products — and ultimately a commitment to exercising with the brand — fit in their daily life. This year’s “It’s You. That Makes us” expands the message by focusing on the community and connection between customers made possible by a shared interest: exercise with Peloton.

If making this transition sounds like a big ask, that’s because it is, but the payoff is even bigger. Understanding the values that resonate loudest with your customers helps you connect more deeply and is possible if you move beyond features and benefits to understand how your brand essence intersects with the personal values you’re trying to reach.

Connecting Benefits to Personal Values

From features, you find benefits. From these benefits, you find values. When you work to understand the root of those values, you can understand the central emotional connection a consumer has with a product.

Unlike a cost benefit value analysis, this connection has nothing to do with actual monetary value. Rather, it’s an emotional-benefit value understanding.  It’s what connects the product’s features and benefits to the consumer’s values and beliefs. Let’s take a general look at how this could play out with a soda product.

Flavor is the unique feature and the refreshment/quenched thirst that comes with drinking it is the benefit. When refreshed, consumers can go about their day and be more productive. This, in turn, lets them live life to the fullest, however that looks to them. That very last stage is where consumers connect. It’s what drives them, often subconsciously or unintentionally, to make a buying decision.

Values-Based Message Development

When an advertiser understands the values and beliefs that create this connection, they can move the consumer from simply understanding the product’s features and benefits to connecting these benefits with their own values and beliefs. Suddenly, consumers imagine how the product affects what they value. This applies to any consumer-facing industry. A particular value may manifest differently from person to person but speaking to that value itself allows every individual to connect in their own way.

When you identify these values, these intrinsic needs, you can speak about your product by focusing on how that product addresses those values. As a result, you help consumers connect and build stronger relationships with your customers.

It’s important to note that this isn’t about how you can attach your brand to potential customers. It’s the opposite. You must understand what your customers value, so they can understand the benefit of attaching themselves to your brand. That’s a nuanced difference, but it’s crucial. When you reach consumers in this way, you generate real interest, new sales, and customers who become proud ambassadors for your brand because your products or services connect with their values.