Our work covers a broad range of sectors from retail, financial, FMCG, food and drink, DIY and trade, membership organisations, professional bodies and charities
Membership - We desire a simple members segmentation but our data is incomplete
Most organisations have less than perfect data and often this is the road block to getting started with a segmentation that would allow the organisation to better meet the needs of members.
We undertook a qualitative approach conducting depth interviews with different age groups, career stages and length of membership. From this we hypothesised a number of segments which we discussed and developed with the membership team. We then took all of the membership data and created a set of rules that allowed us to allocate each member to a persona or segment. Out of this data exercise we found that we needed to add a small number of new segments.
We debriefed the project detailing each of the segments and the size / number of members in each one. We were also able to input the members survey data so for each segment we could report average Net Promotor Score and other key metrics.
Membership - Our Net Promoter Score looks pretty bad, but isn’t that normal? If not, how do we improve it?
Negative Net Promotor Scores (NPS) aren’t uncommon in membership organisations, particularly professional ones where membership is a professional requirement. But how do you unpick NPS so that you can take action and improve it over time?
We created another measure, which we call the Net Engagement Score (NES). We also used membership data to create a small number of personas or segments and then measured NPS and NES against these persona groups. This enabled us to then find out which subsets of membership were detractors even though they were using the organisations services, and those who were promoters despite them not engaging in any activities. We were also able to identify the personas that were driving down the NPS and thus investigating why they felt so negatively.
The greater granularity to NPS and also relating this to activity undertaken enabled us to create an action plan to better serve those who felt negatively.
Membership - Driving more actionable insight from an annual membership survey
Many membership surveys contain the same questions year on year and are completed by the same “rant or rave” members, with the core body of members not participating. Our client who appointed a new Marketing Director wanted more…..
We reviewed the questionnaire and built on it to allow the continuity needed for some time series measures, but also sharpened the questioning around why members felt the way they did. We reviewed the last years initiatives and prompted questions on the impact and value of those activities. We stopped asking whether membership was good value and started asking what elements of membership were valued and weren’t – and how to make it more valuable for them.
The output was written up in a compelling data format – succinct & easy to understand with a new scorecard of key metrics. We summarised the key themes in an infographic that was widely shared within the organisation – making the organisation more aware of members feedback.
What does healthy mean to consumers
We needed to dig down into what consumers behaviours were by using on-line communities, in-home interviews, accompanied shops and developmental consumer workshops to identify consumers different interpretations of health and what they want with regards to food. We delivered a positioning and recipe framework for our client to implement.
Driving better performance from a new range
When you have an iconic product, the brand and the product are often seen as one – so launching new products can be difficult. Depth interviews, accompanied shops and quali-quant clinics gave us the consumer picture and clear issues to address.
Creating a brand position to unify a portfolio of services
This charity had, over time, broadened the range of ways it could help potential beneficiaries. The challenge was to reconcile building retirement apartments, operating nursing homes, offering financial assistance to hardship cases and stress counselling into one ”reason to be” that would unify the team and appeal to the external audience. Stakeholder interviews, Donor interviews and groups with key audiences were followed by a senior team workshop.
How would you create a charity subscription offer to secure ongoing financial support?
We created an efficient and involving approach that gave opportunity for our clients team to hear different profiles of animal lovers confront the morals of animal experimentation and what might make them support a charity championing the rights of animals.
Getting the magic into retail
Research isn’t very magical – so how did we use research to help put the magic back? Using a range of techniques, accompanied shops, auto ethnography filming themselves shopping and UX to understand the online journey. The output culminated in an interactive, multi-media debrief of the findings ensuring the retail team understand where the magic needed to be.
Understanding how our client could support “finance function transformation” in local government.
Great research is a function of what you ask and who you ask. A big challenge in this project was finding both project leaders and project deliverers in finance transformation. Then recruiting them to share their views.
Better understanding member engagement
We looked beyond using NPS and created the concept of Net Engagement Score (NES). We plotted NPS against NES to identify which members were engaged with the organisation but would not recommend to others and those that were strong advocates but not engaged in many activities. Enabled the client to target their marketing and comms.
“The commercial team at CIPFA had the pleasure of working with Eight on a research project. We found the support of the entire team added value to a project that was very important to us in understanding one of our key markets.
The expertise, experience and research techniques used by Eight enabled us to improve our marketing activity based on insights and direct customer feedback.
We have no hesitation in recommending Eight to anyone considering their services and we look forward to working with them again in the near future.”
Adrian Arnold – Head of Commercial Marketing
“Ben commissioned Eight to conduct a research project with the aim of helping the Ben Executive Team to better understand the world Ben operates in and to recommend some potential options for a new positioning for the Ben brand. The project was comprised of multiple stages including desk research, insight workshops, 1-1 interviews, an online survey and then based on the findings a workshop to explore new positioning development.
The Eight team were an absolute pleasure to work with – extremely professional and skilled and very adept at guiding Ben through the entire process. The outcomes for Ben were extremely significant, leading to the development of a completely new brand and positioning for Ben, which took place late in 2016.
I would not hesitate to recommend Eight as a supplier and partner for this type of research project.”
Carol Keller, Ben, Marketing & Communications Director, Ben
"Helen and Alistair have delivered several projects over the last two years including the challenge of driving clarity and actionability from the annual members survey.
Developing a new measure of satisfaction called the net engagement score and via data analysis, have enabled us to segment our membership so that we can better meet their needs.
They combine a pragmatic and commercial approach and have been a willing sounding board between projects. They have developed briefs with us and debriefed projects with clarity and succinctness. They have also made it fun, which adds to the engagement we have with them. I happily recommend them!"
Helen Fisher – Group Marketing Director