Magali FAYOLLE
(38494) IBMS 4th year 2005-2006 Tutor’s schoolMr. HENDRIX
Follow-up market
research activities
Tutor’s companyJanuary 23rd-June 23rd, 2006
Mrs. ROBIN
Nobody’s Unpredictable
Acknowledgements
Thank you very much to
- Eric Dubois, chief executive officer,
- Jean-Pol Thiebaut, general manager,
- and Nathalie Robin, director and in-company mentor, who received me
within IPSOS Belgium
- Astrid Umbgrove, who helped me to find this internship
- And J.B. Hendrix, supervisory tutor.
I also thank the whole team for the hospitality I was offered during the 5 months
within IPSOS Belgium. Everybody was much available and approachable.
This work placement was really interesting, this thanks to the autonomy I had
and to the attractiveness of my mission.
Acknowledgements ... 1
1 Introduction ... 4
2 IPSOS ... 5
2.1 The IPSOS group ... 5
2.1.1 Key facts... 5 2.1.2 Key figures ... 5 2.1.3 Its vision ... 6 2.1.4 Its believes... 6 2.2 IPSOS Belgium ... 7 2.2.1 IPSOS Brussels ... 7
2.2.2 INRA (formerly Marketing Unit)... 8
2.3 The Strategic Business Units... 8
2.3.1 Advertising research (A.S.I.)... 8
2.3.2 Marketing research... 9
2.3.3 Media research ... 9
2.3.4 Opinion and social research ... 9
2.3.5 Quality and customer satisfaction research... 10
2.4 The competitive environment... 10
2.4.1 Kantar ... 10 2.4.2 Synovate ... 10 2.4.3 Westat... 11 2.4.4 TNS – Sofrès ... 11 2.4.5 GfK – NOP World... 11 2.4.6 VNU ... 11 3 Research topic ... 12 3.1 The subject ... 12 3.2 Main studies ... 12
3.2.1 CPAS Bruxelles (Centre Public d’Action Sociale = Copenbaar Centrum voor Maatschappelijk Welzijn) → industrial wash-house ... 12
3.2.2 L’Oréal, Elsève Nutri-Gloss shampoo (in English and French) ... 13
3.2.3 L’Oréal, distribution (in English and French)... 13
3.2.4 CIM ... 14
3.2.5 Nestlé Waters ... 15
4 Methodology: how to do a good market research? ... 16
4.1 Understanding the client’s needs... 16
4.2 Preparation of questionnaire... 16
4.2.1 Elaboration of its structure ... 16
4.2.2 Completion of the main body... 16
4.2.3 Agreement on the questionnaire... 17
4.2.4 Translation... 17
4.2.5 Last check... 17
4.3 Statistical sampling ... 17
4.4 Choice of data collection method and quotation... 18
4.5 Interviews and data collection... 18
4.5.1 Data collection methods ... 18
4.5.2 The group’s production tools ... 19
4.6 Data-processing... 19
4.7.1 Data ... 19
4.7.2 Report ... 19
4.8 Presentation of findings and recommendations to clients... 20
5 Practical component: L’Oréal Distribution study ... 21
5.1 Understanding the client’s needs... 21
5.2 Statistical sampling ... 21
5.3 Choice of data collection method and quotation... 22
5.4 Preparation of questionnaire... 22
5.4.1 Elaboration of its structure – February 13th... 22
5.4.2 Completion of the main body – February 14th-17th... 23
5.4.3 Approval on the questionnaire – March 1st-28th... 24
5.4.4 Translation – March 29th... 25
5.4.5 Last check – March 28th-April 11th... 25
5.5 Interviews and data collection... 26
5.5.1 Data collection methods ... 26
5.5.2 Filling in of the questionnaire – April 12th-23rd... 26
5.6 Processing – April 24th-25th... 27
5.7 Analysis of data and report... 27
5.7.1 Data – April 26th... 27
5.7.2 Report – April 26th-May 5th... 27
5.8 Presentation of findings and recommendations to clients – June 16th... 28
6 My conclusions about this L’Oréal Distribution study ... 29
6.1 L’Oréal – my advice... 29
6.2 IIS ... 29
6.3 What I could have better done... 31
7 Conclusion... 32
8 Appendix ... 35
8.1 Appendix n°1: Total market research Top 10 (2004) ... 35
8.2 Appendix n°2: Survey-based research top 10 (2004)... 35
8.3 Appendix n°3: Example of proposal ... 36
8.4 Appendix n°4: Example of order confirmation... 37
1
Introduction
During my study cursus in France and in the Netherlands as well, I had several subjects, among strategic marketing. In general, those lessons concern the 4 Ps and so the way to promote a new product: analysis of the targeted market and more specifically about the launch of the product. I mean its characteristics and its concept. Here there was another marketing approach. The market research field is broader and helps the management board to take decisions, and not only the marketing manager.
I am really interested in management. The best way to run a company, department, etc. is to know how its environment. Market surveys are basics in this field, particularly for some decision-takings. When I participated in the management game, I realised that I needed these basics. Every department is interrelated with the others. Thus, I decided, thanks to an opportunity, to do my final internship at Ipsos. As I didn’t want to go back to France, I found a compromise between the Netherlands and France: Belgium. So, I was accepted, as a trainee, within IPSOS Belgium, in Brussels, from January 23rd to June 23rd, 2006.
IPSOS intends to answer its customers’ expectations by managing market surveys. At the end of each year and at the beginning of the following one, there is an activity growth. During my internship within IPSOS Belgium, my mission was to follow up market research activities. I arrived at a favourable period, I had much to do.
First at all, I will describe the company, with some key figures and main information. Afterwards, I will detail the main studies I worked for during this 5-months experience. They concerned different topics, using several data-collection methods. The two next parts are about the market studies themselves. On one hand, I will present the methodology of a survey; and on the other hand, I will explain precisely this methodology with the L’Oréal Distribution case. Then, I will draw a critic analysis and auto critic on this study. And finally, I will finish with a general conclusion of my internship.
2 IPSOS
2.1 The IPSOS group
IPSOS is an independent international group, runned by high-level research professionals. Its corporate positioning is clear for everyone.
It is a survey-based research company. It means that to get its data, it does surveys. Those can be done either for a single company or for several ones with different topics (it is thus called an omnibus). In general, the firms have an established leadership. So, it differs from a panel-based company, where the data come from systematic statements for monopolistic configurations.
We can say that IPSOS is a client-oriented organisation. In order to serve its clients better, five specialisations were created, requiring special skills.
2.1.1 Key facts
- 1975: IPSOS was founded in Paris, France
- 1990: First acquisitions out of France
→ IPSOS becomes a European company
- 1997: First operations out of Europe
→ IPSOS enters in North America and Latin America
- 1999: IPSOS is quoted on the Paris Stock Exchange (now Eurolist of Euronext) - 2000 – 2005: IPSOS extends its geographical coverage with its 5 specializations - IPSOS ranks 3rd worldwide among survey based research groups
2.1.2 Key figures
- Turnover 2005: 718 million euros
- + 18,7% in organic growth in 2004 / 2005 18 23 47 81 99 108 125 144 200 231 329 480 538 570 605 718 1990 1991 1992 1993 1994 1995 1996 1997 1998 1999 2000 2001 2002 2003 2004 2005 In millions of euros
- IPSOS has a direct presence in 50 countries and conducts surveys in more than 100 - 4,500 fulltime employees serve 5,000 clients around the world
- 7 million interviews per year
- International call centres in Brussels, London and Hamburg - Capitalisation (December 31st, 2005): 943 million euros
- An independent company: managers and employees control 33% of the company, they have 52% of voting rights
- 5 specialisations: advertising research, marketing research, media research, opinion & social research, quality & customer satisfaction research (loyalty)
2.1.3 Its vision
- Information on behaviour, attitudes, opinion - Survey-based research
- Distinction between every citizens, including customers as employees - Segmentation of individuals
- “Nobody’s unpredictable”
2.1.4 Its believes
- Client-oriented organisation
The aim is to understand what the clients are waiting for on behalf of IPSOS and to make them partners more than customers.
- Client-focused company
It has set a partnership with 14 international customers: Ipsos Global PartneRing. - A global coverage
It is established in 44 countries with key positions for the survey-based research segment: No. 1 in Latin America, No. 4 in Europe, No. 4 in Asia Pacific and the Middle East, No. 5 in North America.
- Among its SBU, IPSOS offers a large range of services
Services: qualitative and quantitative research, one-off and continuous research, branded products and custom research, international and local operations, field/tabs and consultancy, off and on-line data collection, face to face and on-line omnibus.
- An innovative and performing company
Its latest initiatives: the International Global Service, which standardizes everything within the group and trains teams in international survey projects; and the Ipsos Interactive Services, which coordinates on-line researches. There are more and more Internet users and it is easier and more effective to interview on-line. That is why, the company has established online and mail access panels. The other individuals are contacted face-to-face or by phone. Each piece of information is treated with strong online technologies.
- Great teams
On the intranet, every employee of each Ipsos company can consult the Green Book (Group governance and values). They can all follow specific training programs. Moreover, every week, each employee receives in his mailbox the Group newsletter (Ipsos Today).
- A strong international brand
Ipsos is a well-know brand. Every company of the group has the same name and logo. So, they are easily recognizable.
2.2 IPSOS Belgium
IPSOS Belgium is a young company. This is true only for the name. Indeed, the firm exists for more than 30 years. Every year, it answers the expectations of more than 300 clients, i.e. over 700 projects. It enhances to get a turnover of around 15 million euros.
Currently, IPSOS Belgium is composed of 70 research specialists within its five strategic business units.
IPSOS Belgium is the recent union between the Marketing Unit (recalled INRA) and IPSOS Brussels.
Who were those two companies?
2.2.1 IPSOS Brussels
In 2004, the group IPSOS has a new company in Belgium: IPSOS Brussels. Key facts:
- n°1 in Belgium
- 2 companies - 70 permanent staff
- An integrated team of qualitative & quantitative researchers - 450 interviewers
- 100 cati stations - 150 capi
- Revenue 22 Million Euro
2.2.2 INRA (formerly Marketing Unit)
INRA’s aim was to contribute its customers’ success by providing a better understanding of their markets.
INRA in 2002, in Europe: - 23 countries
- Turnover 2001: €184 million (+11%) - 1,450 research specialists
- 4.7 million interviews across Europe
- The company is owned by the INRA Beheer holding, whose major shareholders are Sample Institute GmbH (Germany) ranking number 3 in the German market. The Sample holding company figures amongst the top 10 market research companies in Europe
INRA in 2002, in Belgium - 30 years of experience - Over 300 clients every year - 85 research specialists
- Turnover 2001: € 22.3 million (+23%)
- Market share 2001(ad hoc market research): 25% - Over 700 projects every year
2.3 The Strategic Business Units
2.3.1 Advertising research (A.S.I.)
Advertising research represents 23% of revenues. It is in all countries, n° 2 worldwide.
This strategic business unit has two main objectives. On one hand, it helps advertisers to reinforce their brands by using the different techniques. On the other hand, it enhances to ensure a return on advertising investment, Ipsos measures its effectiveness.
IPSOS Belgium uses several techniques to reach a good performance, among them we can see pre-testing, post-testing, tracking, etc.
Ipsos ASI enhances to get a comprehensive offering in advertising research.
2.3.2 Marketing research
Marketing research represents 54% of revenues. IPSOS is present in all countries and is number 3 worldwide.
This SBU allows understanding the markets and the market trends. This aims to identify the growth opportunities and to better enter the market, through the famous marketing mix (products, price, communication, place, personal, packaging). When everything is done, it is possible to reinforce and to manage the brands, for which the market surveys were effectuated.
Ipsos Observer measures; Ipsos Insight knows and understands; Ipsos Novaction & Vantis takes care about forecasting, modelling and consulting.
What are its tools? First, the “U&A” (i.e. usage and attitude) allows knowing the most important factors for the decision-making. Then, it is possible to put in a conspicuous position the needs and gaps, the segmentation of the market for a special brand, product, packaging, price…
2.3.3 Media research
Media research corresponds to 8% of revenues. IPSOS is a world leader in press-readership, in surveys involving managerial professionals. It is the leader in UK, N°2 in France and in Latin America.
This part of the company measures the audience of the major media. In the advertising environment and editorials, the firms need to know the media offer and its consequences on the target’s behaviour and expectations. Then, it is easier to influence and to touch the audience.
2.3.4 Opinion and social research
Opinion and social research equals to 6% of revenues. It is possible to find a dedicated-company in 14 countries. It is number one in France and North America.
This SBU analyzes the behaviour, the expectations and the opinion of the citizens and customers. Then, the decision-markers are well informed about the political and economical environment. A panel is set to track any evolutions in their mind. Everybody is susceptible to
be interrogated, every social class, every region of a country or even at an international level. The main advantage of such a research is that politicians can know their notoriety before / during electoral processes.
It broaches different subjects: politic surveys, general opinion, sociology, opinion polling, corporate image, etc.
Ipsos Public Affaires is a global brand; Ipsos MORI is a new expert brand in UK.
2.3.5 Quality and customer satisfaction research
Quality and customer satisfaction research represents 9% of revenues. It is present in all countries.
The main aim of its specializations is to analyze the potential changes of the market. It concerns as the customers’ expectations than the interactions between them. In the same time, the mentalities are changing; thus, the impact of the media on them has to be taken in consideration as it is more and more important. People ask for visibility. That is why the customer relationship management is paramount.
Ipsos Loyalty is a global brand.
2.4 The competitive environment
Cf. Appendix n°1: Total market research Top 10 (2004) Cf. Appendix n°2: Survey-based research top 10 (2004)
2.4.1 Kantar
Kantar is a group specialised in research, insight and consultancy. It helps its customers answering business and marketing questions. It is present in 60 countries worldwide. Skills: setting future direction, identifying market opportunities, strengthening brand equity, innovation, evaluating ideas, optimising communication, communications performance optimisation, media and marketing research.
2.4.2 Synovate
Synovate is a market research company. It helps product designers and manufacturers knowing what people want, need. It is present in 46 countries worldwide. Value added services: business consulting, data collection and analysing, omnibus research, online & panel research, innovation.
2.4.3 Westat
Westat is an employee-owned research corporation . It helps agencies of the U.S. Government by providing consulting services and marketing research. Skills: technical expertise in survey and analytical methods, computer systems technology, biomedical science, and clinical trials.
2.4.4 TNS – Sofrès
TNS – Sofrès is specialised in marketing and opinion researches. It helps its customers in the decision-making process from the data collection to the actions. It is present in more than 70 countries worldwide. Skills: general opinion, attitudes, motivations and behaviours of citizens, consumers and professional targets.
2.4.5 GfK – NOP World
GfK – NOP World is a global market research company. It helps clients benefiting from the powerful mix of industry-specific expertise, research excellence and product advances. It is present in 61 countries worldwide. Skills: market opportunity, brand strategy, marketing effectiveness, customer management.
2.4.6 VNU
VNU is an information and media company. It helps clients succeeding by providing them with superior value and service. It is present in more than 100 countries worldwide. Skills: marketing information, media measurement, business information, business strategy.
3 Research topic
It is difficult to forecast a timetable. I take care about the studies according to the needs of the company and the availability of each research specialist. However, these are the main studies in which I take part.
3.1 The subject
How do I have to organize the market surveys I work for in order to well advise the clients in their decision making process?
3.2 Main studies
As I take care of several market researches in the same time, it is not possible to split my calendar per phase. That is why, I will decompose them per theme. Indeed, as soon as I was in the company, I had to learn progressively while doing my first researches. I had no really time to discover the company, because it was the peak period. First I helped for underway studies and secondly I was more independent, but in the same way I went on to help as well.
3.2.1 CPAS Bruxelles (Centre Public d’Action Sociale = Copenbaar Centrum voor Maatschappelijk Welzijn) → industrial wash-house
Problematic: The CPAS Bruxelles owns an industrial wash-house. Currently, it works for several hospital institutions. Soon, it will have to do new investments, because the engines are used and need to be changed. The company wants to know if it is better to keep its current target while increasing its wallet of customers or if it is better to touch news targets, i.e. hotels and convalescent homes.
- research of information about the industrial laundry
- exploration of potential companies according to the criteria the CPAS set; 3 different targets: one sector where the company is already in and two news markets
- preparation of the questionnaires for each target (qualitative interviews)
- call some companies of the two new markets in order to know if these targets are attractive and if the CPAS can enter them
- writing of feedbacks after the phone calls
- check of information about the medical sector before launching the field (phone interviews by professional investigators)
- preparation of the instructions for the charts of results
- approval of the code frame (results for all open-ended questions) - analysis of the results, this are statistical charts
- thanks to the tables, writing of the PowerPoint report, which presents: ¾ the aim of the study
¾ the used methodology
¾ the results according to the data collection of the questionnaire ¾ the synthesis and conclusion of the study
- presentation of the results to the client - corrections in the reports
- new sending of the final report
3.2.2 L’Oréal, Elsève Nutri-Gloss shampoo (in English and French)
Problematic: L’Oréal Paris wants to valid the users’ satisfaction of the shampoo Elsève Nutri-Gloss de L’Oréal. The call-back will enhance identifying the women using this shampoo according to several criteria (for instance if she also uses other products of this range) and knowing their usage and attitudes towards the brand.
- writing of the second version of the on-line questionnaire and accession of socio-demographic items
- check the Flemish version (if it is the same structure) - work on the pictures to include in the questionnaire
- test of the on-line questionnaire before launching it (in two languages: French and Flemish) and notice of mistakes, which will be corrected by IIS (Ipsos Interactive Services)
- launch of the questionnaire
- with the results, preparation of the report = PowerPoint presentation, written full synthesis and one-page synthesis
3.2.3 L’Oréal, distribution (in English and French)
Problematic: L’Oréal Paris needs to understand the buying process of its clients concerning the products of hygiene, beauty and health. Women were interviewed about the attractiveness of some products; the company also wants to know if they act in a different way towards different products.
- writing the questionnaire (screening, main body of the survey, socio-demographic items)
- organisation of a new timing
- corrections in the questionnaire (new questions, cancellation of others, modification of the budget)
- translation of the questionnaire in Dutch by a Dutch-speaking person - sending of the two versions to our customer
- client’s approval on the questionnaire
- sending of the questionnaires to IIS to program it online
- test of the on-line questionnaire before launching it (in the two languages: French and Flemish) and notice of mistakes
- as there were a lot of mistakes inside (particularly because of the filters), we spent time to correct them and delayed the launch
- launch of the questionnaire
- need to increase the budget, because we couldn’t achieve our target number of completes
- preparation of the PowerPoint presentation
- sending of the instructions for the charts of results to our electronic data processing department
- analysis of the results
- thanks to the tables, writing of the PowerPoint report, which presents: ¾ the aim of the study
¾ the used methodology
¾ the results according to the data collection of the questionnaire
- the conclusion of the study writing of the One Page (OP): summary on the form of a excel document
- writing of the synthesis note
3.2.4 CIM
Problematic: Ipsos is progressively developing online market surveys. In order to promote
this new tool, I have to prepare a PowerPoint presentation. It will show that there is no real difference in the buying behaviour between people who have the Internet at home and people who don’t have the Internet at home.
- analysis of the results
- comparison between the results
- selection of the most relevant facts proving that there is no differences - creation of the slides for the PowerPoint presentation
3.2.5 Nestlé Waters
Problematic: The group Nestlé wants to measure the notoriety of its brands on the waters
market and in the same time, it would like to evaluate the “brand” behaviours of its consumers and to know its image & positioning. The same kind of study was made two years ago. I have to update the new questionnaire while inserting new themes and deleting other ones.
- reading of the proposal to well understand the problematic - reading of the previous questionnaire
- writing of the new questionnaire
- translation of the questionnaire in Dutch by a Dutch-speaking person
4 Methodology: how to do a good market research?
When a client needs to do a market survey, he directly contacts one of the directors or managers. Then, according to the specialty of everyone, the internal contact dispatches the studies.
The other way is that the commercial team (including directors and managers) looks for the potential customers and organize prospection activities.
As the following chart illustrates, the research process can be divided into several phases:
4.1
Understanding the client’s needs
- The client contacts IPSOS Belgium or IPSOS Belgium approaches potential customers - Definition of the problematic
- Selection of the best data collection tool(s) - Writing of a proposal
Cf. Appendix n°3: Example of proposal
Cf. Appendix n°4: Example of order confirmation
- Agreement of the proposal - Scheduling the research
4.2
Preparation of questionnaire
4.2.1 Elaboration of its structure
In the proposal, we have all details to set the structure of the questionnaire. It is possible to draw one thanks to the objectives.
Moreover, a timing is forecasted beforehand. When we know it, we evaluate how to share out the time between each topic.
4.2.2 Completion of the main body
Then, it is easier to complete it with detailed questions. They are chosen in order to help our clients to well know their market and thus to take the right decision.
- Sometimes, the clients can ask us just to modify one of their previous questionnaires and so to adapt the current one to their new needs.
- The clients can already know the themes they want to see in the questionnaire and then we have to fix the content.
- Or, the clients have just envisioned a problematic and need to be assisted during the process. They know there is problem, but they don’t know where it comes from and how to solve it.
4.2.3 Agreement on the questionnaire
Once it is done, we contact the clients.
On one hand, the easiest situation, the clients agree immediately with the suggested questionnaire, it respects the proposal and we can launch it.
On the other hand, the clients may ask some changes. For instance, they can ask to add or delete some questions. We can also ask some changes, particularly if the questionnaire doesn’t respect the agreed duration when the respondent fills it in. When everyone finds a compromise, we can launch it.
4.2.4 Translation
The contacts with the clients are mostly done in English, in French or in Dutch. So each time, or nearly each time, a survey is realised in Belgium, there is a French version and a Flemish one.
Besides, some researches can be asked by a Belgian company, but realised in the whole Europe or in other continents. Thus, we will resort to other translators or to our local representatives.
4.2.5 Last check
Last check of the several questionnaires to be sure that there is no difference between
the linguistic versions.
4.3
Statistical sampling
According to some criteria of the target group to be reached, a statistical sampling with be determined. Actually, if the questionnaire requires specific filters, it will be more difficult to reach the forecasted sampling (based on the incidence rate). So, if the incidence rate is low, we need to contact more individuals. That is why the statistical sampling can be calculated or
recalculated when the questionnaire is well prepared. Otherwise, it can provoke extra costs for one or several boost(s). Thus, the budget is well calculated.
4.4
Choice of data collection method and quotation
The theoretical graph ranks this part now. However, it should in the first one. Actually, the choice of data collection method and the quotation are included in the proposal (4.1). I keep it here, just to follow the structure of the graph I found in the Green Book.
IPSOS offers several tools to achieve good market surveys. According to the used tools, the costs will be different. In the proposal, it is possible to estimate, more or less, the final budget. However, this one is really effective when the data collection tools are chosen.
Data collection requires the use of interviewers in order to well conduct face-to-face (F2F) or telephone interviews. Specialist consultants are also required to lead or interpret focus group meetings.
Techniques used by IPSOS:
- F2F: consumers are questioned individually or in-halls, in person to avoid any influence and generally at home, and may be asked to respond to audiovisual materials;
- Telephone interviews, using CATI-Systems (Computer Assisted Telephone Interviewing) centralised in call-centers;
- Focus group meetings: consumers are gathered in a room and interviewed collectively, generally they are 8-10, those sequences are leaded by specialists and recorded to better transcribe the information;
- Self-completed surveys (without interviewer): respondents are expected to complete an on-line questionnaire at home, at their workplace or in rooms specially equipped by IPSOS for this purpose; in order to motivate the respondents, they cumulate credits and obtain a gift when they have reached a certain amount.
4.5
Interviews and data collection
4.5.1 Data collection methods
- Cati: Computer Assited Telephoned Interviewing
The interviewer enters the respondent’s answers directly on the computer while telephoning. - Capi: Computer Assisted Personal Interviewing
It is the main support for F2F interviews, since the interviewer keeps his computer with him to answer the questionnaire and can illustrate his questionnaire with multimedia showcards (sounds and images).
- Online data collection
The respondent answers directly on his computer. He receives a mail with a hyperlink enhancing seeing the questionnaire.
4.5.2 The group’s production tools
- Offline and online access panel
IPSOS has its own panel. It is regularly interviewed thanks to the previous methods on different subjects. It allows seeing the variations of the trends.
- Omnibus surveys
An omnibus includes miscellaneous topics. Those have no link. At the beginning of each one, there may be some screening questions. If the respondent passes through the screening, he can answer the questionnaire. Otherwise, he is skipped to the following one.
4.6
Data-processing
Once the data are collected, they are sent to the Electronic Data Processing (EDP) department, which take care of transcribing the information in the form of statistical tables.
4.7
Analysis of data and report
4.7.1 Data
It consists in analysing the tables and in making graphs to better understand the data and to draw relevant conclusions.
4.7.2 Report
The report is principally a PowerPoint presentation. Sometimes other reports are asked, but it is quite rare. Even so, the structure stays the same:
- Reminder
Of the objectives, methodology, universe. - Results
- Synthesis
A short synthesis reminds all the previous slides, the main facts to take into account. - Conclusions
Often in the form of a recapitulative chart, the conclusions allow taking a decision. According to the respondents’ answers, we can draw what needs to be done and what to avoid.
4.8
Presentation of findings and recommendations to clients
Sometimes, the clients just want to get the final report (field and tab services).However, in general, the firms need a presentation. It is the presentation of the PowerPoint report. It enhances an interactive meeting where the clients can release his potential doubts or hypotheses.
5 Practical component: L’Oréal Distribution study
Content according to phases (seen in the theoretical substantiation):
However, this is the theoretical general structure. Actually, some steps may be inverted in function of the project. My main body is done according to an empiric structure.
5.1
Understanding the client’s needs
L’Oréal is a famous French company, specialized in cosmetic products. It exists for almost 1 century. It is present in 130 countries worldwide and in Belgium as well.
A representative of the Belgian affiliate contacted us in order to realise a study about the cosmetics market.
The firm needed to know the buying process of the Belgian women. It needed to know the way they react when they are doing their shopping in a hypermarket, especially when they buy products of hygiene, beauty and health. They were thus interviewed about the attractiveness of some products. The company also wanted to know their buying motivations through the different ways they react towards different products in different situations.
5.2
Statistical sampling
The final sample had to be representative. As lots of screeners were present, it evolved according to the answers people gave. That is why, sometimes, it is difficult to fix the sample structure from the beginning.
L’Oréal imposed some main criteria. Firstly, the target was only composed of women. And secondly, those women should be between 18 and 54 years old (50%: between 18-34 years, 50%: between 35-54 years). We can also add a new one: the language (50%: French-speaking women, 50%: Dutch-speaking women). I was forecasted to interview 300 women.
As previously mentioned, according to the incidence rate the statistical sample can also change. Indeed, if there are a lot of filters, it is difficult to fully reach them. After a while, we had to change some filters, because too many women were skipped out at the first question.
So, they couldn’t participate to the questionnaire, even if lots of them finally had the good profile. That is why, hereupon, we needed a boost.
For this survey, we had to do a second mail-out which was not included in the price. It was really difficult to reach the 300 respondents. Thanks to it, we reached our full sampling and even had more than 300 respondents.
5.3
Choice of data collection method and quotation
According to the customer’s needs and the statistical sampling, we can choose the data collection method.
For L’Oréal, this step was obvious. For a few years, most of their studies are made online. This was also the case for this one. Globally, an online questionnaire shouldn’t overstep 25 minutes.
The method has to be determined before doing the questionnaire for several reasons. Firstly, the duration of the interview is shorter by the Internet. Secondly, the recruitment of the respondents is made automatically thanks to the screening; otherwise it is made by phone or face-to-face. So, the penetration rate also is different. Thirdly, the Internet is more flexible, faster, with a 24h/24 & 7days/7 access. And at last, but not at least, the Internet allows cost efficiency.
Thus, it is easy to calculate a quotation. However it can evolve during the study, for instance, when the sample necessitated a new boost. We decided not to increase it as a commercial action. The client didn’t pay the second mail-out; but it slightly decreased the gross margin on this study.
Finally, every contract clauses were written in the proposal, for information and approbation, before the beginning of the survey. Then, our contact at L'Oréal signed the order confirmation and I could begin working on the questionnaire.
5.4
Preparation of questionnaire
5.4.1 Elaboration of its structure – February 13th
L’Oréal fixed the main topics, but not the detailed content. It helped us better understanding what the client was waiting for the market research.
Main topics:
- Main criteria for buying the product - Reaction towards novelty
- Criteria that determined the buying process - Image of the different hypermarkets, in general
- Image of the different hypermarkets, according to the price and influences on the consumers
- Visit in the shops
- Behaviour when stock disruption
All those subjects ought to be tackled for 5 categories of products: shampoo, coloration, make-up, skin care and hairstyle.
5.4.2 Completion of the main body – February 14th-17th
Thanks to the structure I envisioned the sub-themes. I completed them with more precise questions and items. It was real a brainstorming session: I wrote down all my ideas on my draft.
From that time on, it was easier to draw a better plan. Indeed, the previous one was just about the general topics. However, it was possible to regroup some information in one part and then to include new approaches, always in relation with the problematic: the buying process in hygiene-beauty-health. Thus, the structure was more logical and more precise.
New main body:
- Visit in a hypermarket
- Criteria that determined the procurement
- Study per product, the respondent answered for three products: always shampoo + 2 other products depending on their usage
¾ Image of the hypermarket ¾ Merchandising
¾ Quotation of some criteria when choosing the product ¾ Price in general and more in detail
¾ Behaviour when stock disruption
¾ Behaviour in several situations and influence on the buying process Of course, the questionnaire included a screening and a descriptive notice.
The screening enhances to skip in or out the respondents according to various criteria. In this case, the screening was done on the age, the sex, the location where the respondent buys each of the 5 products and in which hypermarket, the main brand of their cosmetic product. Quotas were determined beforehand, which allowed having a representative sampling.
The descriptive notice includes questions about the respondent herself: composition of her household, diploma, work occupation, social class, etc.
5.4.3 Approval on the questionnaire – March 1st-28th
It was quite complicated to have the final agreement, from both sides.
On one hand from L’Oréal. When the representatives saw the questionnaire (for this part, there were several contacts, normally I just had one), they realised that a few years ago, they did a survey on nearly the same theme. Thus, they asked me to introduce new questions in order to get almost the same final results. They always wanted to add new themes or news questions or new items.
So, on the other hand, there also were complications from our part. Indeed, the questionnaire was much longer and broached to many subjects. The questionnaire lasted around 50 minutes instead of 20. Even by increasing the budget, it was unrealizable. In general, the group chooses to make all its surveys by the Internet. It is unworkable to keep the attention of an online respondent during such a long time. An online survey has to last at the hilt 25 minutes. So, we had to delete the half of the new questionnaire to be in a good length of time. Moreover, the new questionnaire was too diversified. I mean it didn’t respect the problematic. Actually there were many ones; the questionnaires hadn’t real objectives anymore. Too much information kills information. We had, with Nathalie Robin, to be formative towards the client and explained the study natural constraints.
During almost one month we had to bring some corrections in the questionnaire before approving it. Each time, I had to delete some items while adding new questions, and then I had to recalculate the duration. There were restraints for both sides. The main contact was an intermediary, who couldn’t cut out every question we suggested; and to get a questionnaire of quality, we had to be patient to well explain our decisions to the client.
After a while, we found a compromise: we increased the duration from 20 to 25 minutes while removing or regrouping some other questions, and while neglecting 1 of the 5 categories of products. Then it stayed shampoo, coloration, make-up and skin care. And the respondent answered two products instead of three: shampoo + another one. The survey was one month slow.
Main lines of the questionnaire:
5.4.4 Translation – March 29th
As soon as I had the agreement on the French version, I asked some help to translate it in Dutch. As I don’t speak Dutch, it was impossible for me to do the Flemish version. When it was done, I had to check if there were no differences in the questions, in the items, etc. As the French version was already approved, it was useless to also have approbation on this one.
5.4.5 Last check – March 28th-April 11th
As soon as I had the agreement on the French version, I sent it to IIS, IPSOS Interactive Services. This is the department which managed the questionnaire on the Internet. People need some days to ensure programming the questionnaire and making the hyperlink.
We lost two days because of bad filters or/and mistakes in the on-line questionnaire. Indeed, the French version has to be fully agreed before doing the Flemish one. When it was ok, they programmed the Flemish one. Once again, I had to check if there were no differences in the questions, in the items, etc. However, we still had problems with the filters, that is why we lost two days. Indeed, a respondent had to buy shampoo and at least one of the three other products. She answered the beginning of the questionnaire, then the “shampoo” part and the second product in order to reach the good quotas per product, and she finished with the descriptive notice. However, when she filled the “shampoo” part, she was immediately skipped to the descriptive notice, without answering the second part. This case was not applicable for every combination, but only for a few ones, so I had to check every combination. By combination, I mean the products she bought in hypermarket and those she didn’t, according to the second question of the questionnaire: “In which shop do you buy each of the following products?” (Shampoo, coloration, make-up and skin care). We skipped in only women buying at least shampoo and another product in hypermarket.
Screening: the respondent buys at least shampoo + another product in hypermarket (quota on the second product) and quota on the main brand that is
bought for cosmetic products
General behaviour in a hypermarket: the visit itself in a hypermarket +
criteria that determined the
procurement
“Shampoo” part with the different
sub-themes “2nd product” part (coloration, make-up or skin care) with the different
sub-themes
When everything was verified from A to Z, I approved the launch of the field.
5.5
Interviews and data collection
5.5.1 Data collection methods
L’Oréal chose using the CAWI method, namely Computer Assisted Web Interviews, for several reasons:
- The representatives were used to CAWI surveys - Cost efficiency: cheaper than face-to-face - Increased speed
- Reach hard-to-find target groups - Multimedia capabilities
- Global consistency (for international market researches) - Reliability and security
- Flexibility: easy to change the quota, just by e-mail - Non intrusive: the respondent answer when she wants - Representative: according to predetermined quotas - 24/7 access
Thus, we didn’t necessitate arguing on the method. They already knew it well.
The questionnaire was sent by e-mail the 12th of April. The respondent answered the questionnaire when she wanted, without being urged.
5.5.2 Filling in of the questionnaire – April 12th-23rd
When the questionnaire link arrives in the mailbox, the recipient can open it when she wants. Sometimes, households only have one e-mail address for the whole family. Thus, when it is opened, the respondent is skipped out if he doesn’t fit with the required profile.
In the first question, there were filters that skipped out to many respondents who could have answered the question. Thus, we, IIS & I, decided to cancel it.
In the price, a first mail-out was already forecasted. However, it wasn’t sufficient. We launched another one the 22nd of April. It enhanced us having 316 finished questionnaires the 23rd of April, instead of 282 the day before.
5.6
Processing – April 24
th-25
thWhile controlling the good execution of the questionnaire, I prepared the structure final report. It allowed me listing the EDP instructions, namely the instructions for the print of the statistical tables.
I also asked IIS to send me the data map of the questionnaire. This is its codified structure that the electronic data processing department computerized, in order to already know how the questionnaire was managed (questions, quotas, filters, etc.).
Then, IIS sent me several documents:
- the ascii files: all answers for all questions, except those that are in the verbatims - verbatims: excel document with all answers of the open-ended or semi- questions in
order to draw a code book - topline results
The code book took up the main answers of non-closed questions. Thus, I could regroup the main answers and rank the non-relevant ones in the category “others”.
I sent, in my turn, those documents to the EDP department.
It took around two days to the EDP department to process the information.
5.7
Analysis of data and report
5.7.1 Data – April 26th
Data are printed in the form of tables.
When I prepared the instructions for the EDP, I selected the banners. These are the end points I needed (sex, age, social class, etc.), which were repeated in all questions. It allowed me seeing the trends and buying behaviours per demographic group.
5.7.2 Report – April 26th-May 5th
The analysis was mainly done when I wrote the reports. Normally, the clients ask only one report, but for L’Oréal, I had to prepare three different ones. Each one introduced a new idea, enhancing drawing more information.
- The PowerPoint presentation – April 26th-28th This is the main report.
As I wrote above, I had already prepared the structure final report. For the "results" chapter, the structure followed the questionnaire. It also included a kind of “reminder of the study" and
its “synthesis & conclusion”. Actually, I just had to complement the real results and to order them from the most important answer to the less important one (according to the percentages). Once the slides were all filled in, I wrote the synthesis and the conclusions. It was quite longer as this was the analytic part, the most interesting one. On a draft, I made a comparative chart between each of the four products for the whole questionnaire. As I asked for the EDP to see the four products in my banners, it was easier to analyse the buying behaviours.
Thus, the final report was ended with all the relevant charts and the synthesis-conclusions. - The One Page (OP) – May 2nd
The whole results were summarized in a "one page page". It enhanced having a general overview on the study. It took up the main lines and the main results. As it was an excel chart, there was no conclusion inside, only statistics. Thanks to the OP, L’Oréal directors could easily compare the results with some other previous studies, without being influenced. They can draw some conclusions by themselves and confirm them with the report (if not seen before).
- The synthesis note – May 3rd-5th
This was another report, which brought out new information. The main body was quite different from the PowerPoint presentation. The last report explained the figures of the statistical charts with comments & conclusions, always in relation with the shampoo. Whereas this one explained further the usage and attitudes of each product, product per product, without comparison.
It began with the synthesis of this report, even if it was done last. Then, we could see the general behaviour in a hypermarket, all nonplussed products. It finished with a usage and attitude per products, with new numbers and new conclusions. The new numbers only corresponded to banners I didn’t use before. That is why it inserted new conclusions.
5.8
Presentation of findings and recommendations to clients – June 16
thNo presentation was planned. The reports were sufficient. As our contact didn’t have much time to read all the reports, she asked me sending her the whole statistical charts in the form of PDF documents. And finally, two weeks later, we were asked to present the results in front of the Belgian managers.
6 My conclusions about this L’Oréal Distribution study
6.1
L’Oréal – my advice
Ö Too much information kills information
The client wanted to insert too many problematics in the questionnaire. The questions concerned too many fields. Indeed, this new structure stopped the logic. The respondent could have been lost and so we could have “lost” her. When somebody doesn’t understand the objectives anymore, one answers anything at all or gives up.
It seems that they didn’t want to understand this fact, nor it was unworkable to do an online questionnaire of 50 minutes. It was quite difficult to reduce the strength to finally 25 minutes. That is why we were delayed of one month.
Ö Lack of answers from our contact
I had no touch with the contact between the 28th of March and the beginning of May. I sent her several e-mails without any answer. For instance, I sent the Flemish version, but had no feed back. Or I asked her which kinds of report she wanted, but no answer. As it was the second study I worked on for her, I anticipated and prepared the same kinds of report than for the previous study. And even when the survey ended and reports were sent, I still have no feed back.
It is not so easy to work on something when we don’t have checks from the client. Particularly, because I didn’t know if I was doing exactly what she was expecting.
6.2
IIS
As IIS is in Romania, every contact was in English. Ö They didn’t apply the filters well
To be sure that the supplier from IIS did exactly what I was expecting, I clearly wrote the filters in English next to each question and I repeated them several times in e-mails. However, as it was quite difficult, because of some crossings, they didn’t do them well. I had to explain case by case what didn’t work.
The main example is the one I wrote about in the previous part, concerning the question number 2. This is the chart I sent to explain them, in another way, what did not work:
Yes = the respondent buy this product. No = she doesn’t.
French link
Shampooing Coloration Make-up Skincare Results
1 Yes No Yes Yes → Only shampooing 2 Yes Yes No No → Shampooing / Coloration 3 Yes Yes Yes No → Only shampooing 4 Yes Yes No Yes → Stop in Q2 5 Yes No Yes No → Only shampooing 6 Yes No No Yes → Shampooing / Skincare 7 Yes Yes Yes Yes → Shampooing / Coloration
Flemish link
Shampooing Coloration Make-up Skincare Results
1 Yes No Yes Yes → Only shampooing 2 Yes Yes No No → Shampooing / Coloration 3 Yes Yes Yes No → Shampooing / Coloration 4 Yes Yes No Yes → Shampooing / Skincare 5 Yes No Yes No → Only shampooing 6 Yes No No Yes → Shampooing / Skincare 7 Yes Yes Yes Yes → Only shampooing
Normally, in the last column, it should be written “shampooing + another product”. I tried to spell out several times my problems when I was checking the links. As they didn’t understand exactly what I meant, I tried all these combination and wrote my comments. After a while, I could have the good filters and the “shampooing + another product” in the last column. But the time to understand and to correct this, we began the field two days late.
Ö They didn’t manage well our quotas
For every study, we have to set quotas from the beginning. This was the same for L’Oréal study. In the same time I sent the French questionnaire, I attached the chart summarizing the quotas. The most important one concerned the shampoo + the other 3 products; then the different hypermarkets where they can buy the products of hygiene-beauty-health; and the main brand, in general for those kinds of products.
When I analyzed the statistical tables, I was quite disappointed noticing that they skipped out so many “coloration” buyers, who had the good profile, to finally not reach the quota and skipped in too many “skin care” buyers to sail over this quota.
Age 18-34 ans 35-54 ans waited obtained waited obtained (300 respondents) 150 156 150 160 produits de coloration (100 respondents) 50 40 50 50 produits de maquillage (100 respondents) 50 58 50 50 produits de soin pour la peau (100 respondents) 50 58 50 60 shampooings (300 respondents) 150 156 150 160 Carrefour (90 respondents) 45 76 45 58 Delhaize (90 respondents) 45 43 45 57 Di (60 respondents) 30 10 30 12 Kruidvat (60 respondents) 30 27 30 33 L'Oréal (100 respondents) 50 58 50 62 Garnier / Maybelline (100 respondents) 50 60 50 66 Autres (100 respondents) 50 38 50 32
6.3
What I could have better done
Ö I was maybe not precise enough with IISIf IIS took much time to do the hyperlinks well, maybe it is because I was not precise enough. The next time I’ll have messy filters, I will prepare, from the beginning, a chart as the one that is above. I mean with: several combinations and the expected results. It takes much time, but it will be more efficient at the end.
Ö I should have asked a level-headedness of the results
There are some yaws between the waited quotas and the obtained ones. I didn’t immediately see that the quotas were not respected for the products. Maybe, I could have asked to get weighted results. It consists in giving a numerical coefficient to some categories, in order to restore the representativeness of a sample. I could have done this for the three categories of products: colorations, skin-care and make-up.
7 Conclusion
My school days end with this internship within IPSOS Belgium. Before this work placement, I have done several other ones, but none in market surveys. It is much formative. I learnt how to manage a study from A to Z.
Before coming here I had already prepared some questionnaires. But as nobody told me precisely how to write them, I had much to learn about the structure.
The first day within the company, I observed the other employees and tried to understand their main occupation. I was shown how to use the Intranet. Thus, I surfed on it to know IPSOS better. Immediately at the end of my first day, Jean-Pol Thibault, general manager, trusted me with my first study: the CPAS Bruxelles and its industrial wash-house (Centre Public d’Action Sociale = Copenbaar Centrum voor Maatschappelijk Welzijn).
As it was the peak period, I was given several missions that I had to learn to manage in order to respect the time limits. I learnt the different steps progressively, but particularly the two main parts:
- Questionnaire
To write the reports, I needed the questionnaire. So, it was an approach to see several examples, before doing my “real” first one, I mean a more professional one than for the CPAS.
Indeed, for this one, I had no help, I had to write it all alone. As I phoned to several potential targets to test the market, I could improve it. The first version was really basic, it missed lots of things. For the following ones, I could help me with previous questionnaires that I needed to improve and to adapt. At last, I wrote questionnaires more easily and almost all on my own.
- Report and tools I need to write
I learnt how to prepare a final report. For the first one, I had all information, I just had to transform the paper version into slides, with the conventional lay out. Then, I had to analyse the statistical tables and to do the slides on my own. After that, one taught me the way to prepare EDP instructions, in order to get exactly the information I needed (ex.: crossings between 2 questions, banners, etc.). And finally, I can now write the whole report, from the first slides (presentation of the study) to the last ones (synthesis and conclusions). It developed my analytic spirit, thanks to the statistical tables.
In addition to learn how to manage a market study, I assisted to several other events: - Focus group
One of the directors had nobody to take notes during a focus group. She asked me if I was interested in it. Obviously, I agreed. It was quite interesting. During two hours, I saw her presenting a new sale support of a client to nine doctors. There were debates about those who like this tool and those who didn’t. Even if the vocabulary was too technical for me, it was really enriching to discover this data collection method.
- Interview in face-to-face
An interviewer also disclosed the F2F to me. When she did an interview with a respondent, I was in another room, with the client, and followed it. Actually, the premises are well equipped: there is another room from where it is possible to see the interview without being seen, thanks to a mirror.
- Trainings
Even as a trainee, I attended IPSOS training sessions. I was there for two, about the IPSOS online tool. The first I did was directed to customers, in order to show them the advantage of an online study. The second one was an internal training about the sale argumentation of this tool, but also the way to optimize its use. It was interesting to see how the same tool was presented to the clients and to the salesmen.
I really enjoy doing my internship in this company. Thanks to it, I developed my analytical mind.
Appendix
+
8 Appendix
8.1
Appendix n°1: Total market research Top 10 (2004)
8.2
Appendix n°2: Survey-based research top 10 (2004)
Rank Survey-based research Country of origin Revenues (euros m) 1 Kantar (WPP) UK 1098 2 TNS / NFO UK 865 3 IPSOS France 606 4 VNU NL 410 5 Synovate (Aegis) UK 401 6 Westat (*) USA 330 7 NOP World (UBM) UK 329
8 GfK Group Allemagne 327 9 The Arbitron Co USA 237
10 Maritz Research (*) USA 180
Source: competitors' financial reports (*) IPSOS estimations
Rank Total Market Research Country of origin Revenues (euros m) 1 VNU NL 2757 2 TNS / NFO UK 1393
3 IMS Health USA 1255 4 Kantar (WPP) UK 1098 5 GfK Allemagne 671 6 IPSOS France 606 7 IRI (*) USA 490 8 Synovate (Aegis) UK 401 9 Westat USA 330
10 NOP World (UBM) UK 329
8.3
Appendix n°3: Example of proposal
First pageTitle:
Usage & Attitude – Product Brand Data-collection method Company Att: X, Y, Z Date Research Executive IPSOS + address Background
(Why this study?)
Research objectives Research design
(Frame; ex.: omnibus + U&A)
Description of the omnibus survey
- Universe - Sample
- Sample selection
- Anonymity (respect of private life) - Method of data gathering
- Subcontracting (carried out by Ipsos) - Interviewers, briefings and validations - Questionnaire (methodology + things that
need to be provided by the company) - Material (to do interviews well) - Results (forms they are delivered)
Description of the U&A survey
(same structure than for the omnibus survey)
Quality
- Quality (EFAMRO’s EMRQS & ESOMAR’s deontological code) - Controls
Timing and budget
- Timing (per step for omnibus + U&A surveys)
- Information storage
- Budget (per survey, conditions of payment)
Responsibles Appendix
8.4 Appendix n°4: Example of order confirmation
Order Confirmation Copy
Le processus d’achat en Hygiène Beauté Santé
Date 07/02/06
An order by
Name L’OREAL BELGILUX
Address Street X
Location X Bruxelles
Contact person X
Of a research with the following features:
Reference Projet d’étude Ipsos du 1er février 2006
Universe Femmes 18-54 ans
Sample size 300
Region Belgium
Data-collection On-Line
Questionnaire Approuvé par L’Oréal avant la collecte des
données
Output Rapport Powerpoint en Français
Delivery by 20 mars 2006
At the price of € X excl. TVA
Instalments 1. € X Date 15/02/2006
2. € X Date 31/03/2006
3. 4. I agree to the above
9 Sources
All my sources are from the Intranet or the website. Some can be downloaded on
www.ipsos.com and others are confidential.
- Green book, written by IPSOS group, February 2006 (which can't be attached as it is only for employees)
- Annual report 2004 (website) - Corporate Brochure
- INRA Corporate 2002
- Presentation Ipsos Belgium official 2006 During my internship, I used the internet everyday.
It could be to make a database, as it was for the CPAS study, thanks to:
- www.pagesjaunes.fr
- www.pagesdor.be
- www.1307.be
I also used it to better the products, the markets I worked on. I surfed on many website, as the L'Oréal one.
