The New

the magazine of the
Marketing Research
and Intelligence
Association
APRIL 2012
Canadian Publications Mail Agreement #40033932
The New
Currency:
eMoney
APRIL 2012
vue
VUE MAGAZINE IS PUBLISHED BY THE
MARKETING RESEARCH AND INTELLIGENCE
ASSOCIATION TEN TIMES A YEAR
Cover: Gera Nevolovich
In this month’s features: (L to R) Jim Signorelli, Frederic Dayan, Colleen Opseth, Lang McGilp
ADDRESS
The Marketing Research and Intelligence Association
L’association de la recherche et de l’intelligence marketing
FEATURES
14 PHONE eMONEY: THE MOBILE WALLET IN CANADA
A leader in the application of emotional science examines consumer response
to a new technology that will enable payment transactions to be carried out via
smartphone.
by Gera Nevolovich
18 HOW TO IDENTIFY AND DEVELOP A COMPELLING BRAND STORY
Story-branding is a six-step process that makes brands more like stories, helping
consumers connect with the values, beliefs and truths of a brand.
by Jim Signorelli
20 IN CONVERSATION WITH FREDERIC DAYAN
A senior investment advisor at DundeeWealth talks about the changes he’s seen in his
industry, and about the importance of communicating with clients, giving them value,
and ensuring loyalty.
by Christian Mueller
24 FOCUS GROUPS WITH A TWIST: THE USE OF ONLINE DIARIES
Traditional focus groups with students and young adults can yield very actionable
results when engagement is encouraged by the use of online diaries.
by Colleen Opseth with Lang McGilp
2600 Skymark Avenue, Bldg. 4, Unit 104
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CONTACTS
CHAIR, PUBLICATIONS
Stephen Popiel, PhD, CMRP
Tel: (416) 271-8454
[email protected]
EDITOR-IN-CHIEF
David Hamburg, Hamburg Consulting
(514) 972-0662
[email protected]
MANAGING EDITOR
Anne Marie Gabriel, MRIA
[email protected]
ASSOCIATE EDITOR
Christian Mueller, PhD, CMRP
(416) 342-8228 x 618
[email protected]
COPY EDITOR
Siegfried Betterman
COMMENTARY
4 Editor’s Vue
6 President’s Letter
10 Message from the Executive Director
INDUSTRY NEWS
27 Qualitative Research Registry (QRR)
28 Research Registration System (RRS)
29 People and Companies in the News
PROFESSIONAL DEVELOPMENT
31 Change: It’s More Than the Stuff That Rattles
Around in Your Pocket
COLUMNISTS
34 INNOVATION AND CREATIVITY
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35
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36
CSRC
QUALITAS
THE COURT OF PUBLIC OPINION
STANDARDS
BRAVE NEW WORLD
Interested in joining the Vue editorial team?
Contact us at [email protected]
2012 ADVERTISING RATES
Frequent advertisers receive discounts. Details can be
found by going to: www.mria-arim.ca/advertising/vue.asp
Please email [email protected] to book your ad.
The deadline for notice of advertising is the first of
the previous month.
All advertising material must be at the MRIA office
on the 5th of the month.
Original articles and Letters to the Editor are welcome. Materials will
be reviewed by the Vue Editorial Team. If accepted for publication,
they may be edited for length or clarity and placed in the electronic
archives on the MRIA website.
The opinions and conclusions expressed in Vue are those of the
authors and are not necessarily endorsed by the
Marketing Research and Intelligence Association.
Publishing Date: April, 2012 © 2012.
All rights reserved. Copyright rests with the Marketing Research and
Intelligence Association or the author.
All rights reserved.
No part of this publication may be reproduced, stored in a
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All requests for permission for reproduction must be submitted
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Canadian Publications Mail Agreement #40033932
ISSN 1488-7320
COMMEN TARY / CO MME NTAI R E
Editor’s Vue
David Hamburg
So the snow tires are back in storage where they belong, the
Stanley Cup playoffs are top of mind, and the taxman is
knocking at the door. Yes, it’s April all over again – a good
time to freshen up the home with new decor. But you’re
short on time, haven’t made it to the bank, and forgot to
renew your credit card. Wouldn’t it be convenient to be able
to use your smartphone as a mobile wallet?
In an in-depth article, Gera Nevolovich of Hotspex
delves into consumers’ attitudes toward this technologically
advanced platform for payment. Of course, you still need
real funds to pay for your purchases, but if you’ve invested
wisely, that shouldn’t be a problem.
Christian Mueller’s incisive interview with Frederic
Dayan, a Montreal-based senior investment advisor and
branch manager for DundeeWealth–DWM Securities Inc.,
takes us behind the scenes to help us understand how investment professionals do their job. Theirs is not an easy task,
considering that there are close to 15,000 different mutual
funds out there.
All this money talk, though, is enough to boggle the
already cluttered mind. Time for a story, a brand story –
something that Jim Signorelli, CEO of Chicago-based ESW
Partners, provides with stunning clarity in his fine article
entitled, “How to Identify and Develop a Compelling Brand
Story.”
Rounding out our spring lineup is a strong voice from the
prairies. Colleen Opseth, with Lang McGilp, shares SaskTel’s
venture into the use of online diaries in conjunction with
focus groups.
But it’s time to get going and tie up loose ends for next
month’s national conference in St. John’s, Newfoundland.
Bon, les pneus d’hiver sont enfin rangés comme il se doit, les
éliminatoires de la Coupe Stanley sont à l’ordre du jour, et le
percepteur d’impôts frappe à nos portes. Oui, c’est bien avril –
un bon temps pour rafraîchir la maison avec un nouveau décor.
Mais, vous êtes à court de temps, vous n’avez pas pu vous
rendre à la banque, et vous avez oublié de renouveler votre carte
de crédit. Ne serait-ce pas commode de pouvoir utiliser votre
téléphone intelligent comme portefeuille mobile?
Dans l’article de fond, Gera Nevolovich de Hotspex scrute
les attitudes des consommateurs à l’égard de cette plate-forme
technologique avancée de paiement. Évidemment, vous aurez
toujours besoin de vrais fonds pour payer vos achats mais, si
vous investissez sagement, il ne devrait pas y avoir de problème.
L’interview incisive que Christian Mueller a menée avec
Frederic Dayan, un conseiller principal en investissement basé
à Montréal et gestionnaire de succursale chez DundeeWealth–
DWM Securities Inc., nous transporte en coulisse pour nous
aider à comprendre comment les investisseurs professionnels
font leur travail. Leur tâche n’est pas facile, si on considère qu’il
y a près de 15 000 fonds communs de placement en circulation.
Mais ça suffit, tout ce bavardage monétaire risque
d’engorger davantage nos esprits déjà encombrés. C’est le
temps d’une histoire, une histoire de marque – quelque chose
que Jim Signorelli, le PDG d’ESW Partners de Chicago, nous
offre avec une clarté étonnante dans son superbe article sur la
création d’une histoire de marque irrésistible : « How to Identify
and Develop a Compelling Brand Story ».
Et pour boucler la boucle de cet alignement printanier, une
voix retentissante nous parvient des Prairies. Colleen Opseth,
avec Lang McGilp, nous fait part de la façon dont SaskTel s’est
aventurée dans l’utilisation des journaux personnels en ligne en
combinaison avec des groupes de discussion.
Mais le temps est venu de s’y mettre et de régler tous
les détails de notre conférence nationale à St. John’s, TerreNeuve, le mois prochain.
David Hamburg, Market Research Consultant, Hamburg Consulting
Editor-in-Chief, Vue / Rédacteur en chef, Vue • Email: [email protected] • (514) 972-0662 • david_hamburg
4
vue April 2012
Join Us for the Canadian MR Event of theYear!
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Will you be “Sampling the Edge” by attending the 2012 MRIA Conference in St. John’s, Newfoundland, which runs from the
evening of Wednesday, May 30 through Friday, June 1 2012?
The Conference features an outstanding program of leading edge speakers and educational content. Hear from industry leaders
such as Barry Watson, Steve Levy, Corrine Sandler, Cam Davis, Adam Froman, Janine Keogh, Tricia Benn – and a host of
others, while enjoying networking and business development opportunities. And the social calendar promises to deliver unique
and memorable experiences.
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COMMEN TARY / CO MME NTAI R E
Letter from the President
Sandy Janzen
Welcome to another year of change and opportunity.
It is particularly so in these turbulent times, as gamechanging waves sweep across our industry and profession
and we, individually and collectively, must adapt to survive
and thrive. This realization is a central tenet in the new
three-year MRIA strategic plan, which your national board
of directors is finalizing as I write this, my first column as
MRIA president.
The new plan will be communicated to all members in
the near future; I encourage you to review and consider its
implications.
I’m honoured to accept the reins as president of MRIA,
and to have the privilege of leading in the first year of a
bold, new vision and strategic goals for our association.
My presidential priorities for the next twelve months
are in addition to the key initiatives laid out in the new
strategic plan, but well aligned with them. By the end of my
term, I would like to be able to report that MRIA implemented its key strategic initiatives, scheduled for this year,
as well as my own priorities – since all of them have the
potential to generate many benefits for our members.
Bienvenue à une autre année de changements et de possibilités.
C’est particulièrement le cas dans ces temps turbulents,
alors que des vagues de changements dans les règles de jeu
balaient notre industrie et notre profession et que nous devons
nous adapter et prospérer, individuellement et collectivement.
Cette réalisation est le principe au cœur du nouveau plan stratégique triennal de l’ARIM que votre conseil d’administration
national complète au moment où je rédige cette première
chronique en tant que présidente de l’ARIM.
Le nouveau plan sera communiqué à tous les membres
sous peu. Je vous encourage à l’examiner et à prendre en considération ses implications.
C’est un honneur pour moi d’accepter les rênes de la présidence de l’ARIM et d’avoir le privilège de diriger la première
année d’une nouvelle vision audacieuse accompagnée de nouveaux objectifs stratégiques audacieux pour notre association.
Mes priorités comme présidente au cours des douze
prochains mois s’ajoutent aux initiatives clés formulées dans
le nouveau plan stratégique, mais elles sont bien alignées
sur elles. À la fin de mon mandat, j’aimerais pouvoir rendre
compte que l’ARIM a mis en vigueur les principales initiatives stratégiques prévues pour cette année, de même que
mes priorités – puisqu’elles ont toutes le potentiel de générer
beaucoup d’avantages pour nos membres.
In Brief:
Sommaire :
The 2012 Presidential Priorities
1. Usher in new vision, new membership
2. Read less; know more
3. Establish an integrity panel
4. Re-energize government relations
5. Create an events management system
6. Improve board effectiveness
Les priorités de la présidence en 2012
1. Introduire une nouvelle vision, une nouvelle
adhésion
2. Lire moins; savoir plus
3. Établir un panel de l’intégrité
4. Redynamiser les relations gouvernementales
5. Créer un système de gestion des événements
6. Améliorer l’efficacité du conseil d’administration
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COM M E N TARY / COMMEN TAI R E
1. Usher in new vision, new membership.
MRIA must make significant progress toward its new vision
of being a nimble, flexible and proactive association; a
thought leader; and a more inclusive body – by attracting
a critical mass of new members from emerging sectors in
research, intelligence and insight. I look forward to leading the board in making necessary decisions around the
strategic plan.
1. Introduire une nouvelle vision, une nouvelle adhésion.
L’ARIM doit faire des progrès considérables selon l’optique de
sa nouvelle vision qui la veut une association alerte, souple et
proactive, un véritable leader et un organisme plus inclusif –
en attirant une masse critique de nouveaux membres provenant des secteurs émergents de la recherche, de l’intelligence
et des perspectives. J’anticipe avec plaisir de guider le conseil
d’administration dans les prises de décisions nécessaires à ce
plan stratégique.
2. Read less; know more.
We need to review, overhaul and renew our communications program as it relates to all audiences and to all
media, in order to be more strategic in the content we
deliver, be more effective in enhancing our image on
behalf of the industry, and make strides in our use of
digital media. Doing all of this will entail a fundamental
re-examination and re-articulation of the value proposition that MRIA, as the single authoritative voice of the
industry, presents on its behalf to various stakeholders.
With respect to communications with members, our
most important audience, my goal is to help you be able
to read less but know more.
2. Lire moins; savoir plus.
Nous devons examiner, remanier et renouveler notre programme de communications quant à ses rapports avec tous
les publics et tous les médias, afin d’être plus stratégiques
dans le contenu que nous distribuons, d’être plus efficaces
dans l’amélioration de notre image au nom de l’industrie,
et de réaliser de grandes poussées dans notre utilisation des
médias numériques. Pour accomplir tous ces points, il faudra
un réexamen et une reformulation en profondeur de la proposition de valeur que l’ARIM, en tant que voix unique qui
fait autorité dans l’industrie, présente au nom de l’industrie
à divers intervenants. Quant aux communications destinées
aux membres, mon but est de vous aider à lire moins et à en
savoir plus.
3. Establish an integrity panel in the area of
standards.
I want to see us investigate setting up an “industry integrity panel,” that is, a panel of experienced advisors who
can proactively identify emerging ethical and disciplinary
issues, and alert and assist the association in addressing
them.
3. Établir un panel de l’intégrité dans le domaine
des normes.
Je veux que nous examinions la possibilité d’établir un
« panel de l’intégrité de l’industrie », c’est-à-dire un panel
de conseillers expérimentés qui pourront identifier proactivement les enjeux éthiques et disciplinaires émergents et alerter
et appuyer l’association afin qu’elle prenne ces enjeux en
considération.
4. Re-energize government relations.
In the critically important area of government relations
and advocacy, I want to re-energize our liaison and communications initiatives with the federal and provincial
governments in order to stimulate greater understanding
and appreciation of the value and cost-effectiveness of
public opinion research.
4. Redynamiser les relations gouvernementales.
Dans le domaine d’une importance critique que sont les relations gouvernementales et la défense de nos intérêts, je veux
redynamiser nos initiatives de liaison et de communication
avec les gouvernements fédéral et provinciaux afin de stimuler
une plus grande compréhension et appréciation de la valeur et
de la rentabilité de la recherche sur l’opinion publique.
5. Create an events management system.
With respect to MRIA events – such as conferences,
webinars, and courses – I want to bring about greater
coordination and systematization, for synergy benefits in
terms of scheduling, sponsorship opportunities, etcetera.
5. Créer un système de gestion des événements.
En ce qui a trait aux événements de l’ARIM – tels que les
conférences, webinaires et cours – je veux implanter une
plus grande coordination et systématisation afin de profiter
des synergies dans les domaines des calendriers, des possibilités de parrainage, et cetera.
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COMMEN TARY / CO MME NTAI R E
6. Improve board effectiveness.
While this is more of an internal priority, I intend to
work with the MRIA national board to improve our own
reporting and meeting processes, and thereby our effectiveness as the association’s primary governance body.
And, subsequently, I want to share our learning and
improvements with our council, division, and chapter
boards.
I want to express sincere thanks, on behalf of us all, to
our outgoing president, Kimberlee Niziol Jonas. As the
first MRIA president from the client-side researcher
sector of the industry, Kimberlee demonstrated a broad,
inclusive vision and a remarkable work ethic in her leadership of our association this past year. She did a fantastic
job in leading the development of the new strategic plan.
I look forward to having the benefit of Kimberlee’s sage
counsel, as immediate past-president, over the next year.
In closing, I am truly looking forward to serving as
your president, and welcome your suggestions as we move
ahead. I’m energized by the realization that – with your
support, as members and stakeholders, and with the continuing contributions that I know many other volunteer
leaders and our staff team will make over the coming year
– our association can propel our industry to new success
and prosperity, and to higher prominence.
6. Améliorer l’efficacité du conseil d’administration.
Bien qu’il s’agisse d’une priorité plus interne, j’ai l’intention
de travailler avec le conseil d’administration national de
l’ARIM pour améliorer nos propres processus de présentation de rapports et de réunions, améliorant par le fait même
notre efficacité en tant que principal cadre de gouvernance
de l’association. Et, subséquemment, je veux partager
ce que nous aurons appris et améliorer avec les conseils
d’administration de nos conseils, divisions et chapitres.
Je tiens, en notre nom à tous, à remercier Kimberlee Niziol
Jonas. En tant que première présidente de l’ARIM venant
du secteur de la recherche côté client de notre industrie,
Kimberlee a fait preuve d’une vision large et inclusive et
d’une éthique de travail remarquable dans sa direction de
notre association au cours de l’année qui vient de s’écouler.
Elle a accompli un travail fantastique de direction de
l’élaboration du nouveau plan stratégique. J’anticipe avec
plaisir d’avoir la chance de profiter des sages conseils de
Kimberlee, comme présidente sortante, au cours de la
prochaine année.
En terminant, j’ai hâte de vous servir comme présidente
et je recevrai avec plaisir toutes vos suggestions pendant que
nous allons de l’avant. Je suis stimulée par la réalisation que
– avec votre appui, vous les membres et intervenants, et grâce
aux contributions constantes prévues de nos autres leaders
bénévoles et de notre équipe d’employés au cours de l’année
qui vient – notre association peut propulser notre industrie
vers de nouveaux succès et une nouvelle prospérité, et vers une
plus grande notoriété.
Sandy Janzen, Vice President / vice-présidente, Ipsos-Reid Corporation
Email: [email protected] • (416) 572-4464
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COM MEN TARY / CO MME NTAI R E
Message from the Executive Director
Brendan Wycks
Awards and Recognitions:
Important Marks of a Profession
Prix et reconnaissances : la manifestation
importante d’une profession
2012 EXCELLENCE IN RESEARCH AWARDS
NOMINATIONS NOW BEING ACCEPTED
MISES EN CANDIDATURE POUR LES PRIX
D’EXCELLENCE EN RECHERCHE 2012 MAINTENANT
EN COURS
There are several hallmarks of a profession – among them,
a common body of knowledge and a related certification
process; standards of practice and professional conduct; and
related monitoring and enforcement procedures.
Yet another key hallmark of a profession is the bestowing
of awards and recognitions. All credible professions honour
their best and celebrate the achievements of their leaders,
luminaries, and outstanding contributors.
This month, I want to profile MRIA Fellowship and our
Excellence in Research Awards.
Fellowship is the highest honour/designation that MRIA can
bestow upon one of its members. The awarding of Fellowship
status indicates not only that the nominee meets or exceeds
the high standards and expectations of a CMRP-designated
member, but also that his or her accomplishments and contributions include the very highest level of practice which stands
as a model for others within the profession. Fellows are truly
exceptional in all aspects that are important to the industry.
The honour and exclusivity of the Fellowship designation
include dues-exempt status in MRIA, for life.
The MRIA board of directors recently approved several
adjustments and improvements to our Fellowship nomination
and election process, based on recommendations from the
2011 Fellowship Review Committee. In so doing, the board
decided to change the frequency and timing of Fellowship
elections. They will now occur once every two years, with the
next taking place in 2013.
Moving to biennial Fellowship elections will mean that
new Fellows will be recognized in front of the largest possible
audience of professional peers at the national conference’s gala
awards banquet every second year. Our 2013 national conference will be held in Niagara Falls, Ontario; and every two
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vue April 2012
Une profession comporte plusieurs traits marquants, dont
un ensemble de connaissances communes et les processus
d’accréditation connexes, et des normes de pratiques et règles
de déontologie et les procédures connexes de contrôle et
d’exécution.
Mais une profession comporte un autre trait marquant
qui consiste à accorder des prix et de la reconnaissance.
Toutes les professions crédibles honorent leurs meilleurs
praticiens et célèbrent les accomplissements de leurs leaders,
sommités, et contributeurs exceptionnels.
Ce mois-ci, je tiens à brosser un tableau des prix d’associé
et d’excellence en recherche de l’ARIM.
Le titre d’associé est le plus grand honneur et la désignation
la plus élevée que l’ARIM peut décerner à un de ses membres.
L’attribution du statut d’associé indique non seulement que
la personne désignée atteint ou dépasse les normes et attentes
élevées d’un membre possédant la désignation de PARM,
mais que ses accomplissements et contributions impliquent
un très haut niveau de pratique qui sert de modèle à d’autres
au sein de la profession. Nos associés sont vraiment exceptionnels dans tous les aspects importants de notre industrie.
L’honneur et l’exclusivité de la désignation d’associé comprennent une exemption à vie des cotisations de l’ARIM.
Le conseil d’administration de l’ARIM a approuvé récemment plusieurs modifications et améliorations de notre mise
en nomination d’associés et du processus de leur élection
en se fondant sur les recommandations présentées en 2011
par le comité d’examen des associés. En ce faisant, le conseil
d’administration a décidé de changer la fréquence et le moment de l’élection des associés. Elle aura lieu dorénavant tous
les deux ans, la prochaine ayant lieu en 2013.
Le fait de passer à une élection biennale des associés signifie que les nouveaux associés seront reconnus tous les deux
ans devant l’audience la plus grande possible de leurs pairs
COM M E N TARY / COMMEN TAI R E
years thereafter, beginning in 2015, the conference will be
held in Toronto. Nearly two-thirds of MRIA members are located in the Greater Toronto Area, so a conference in Toronto
or its vicinity draws the largest number of attendees.
The call for nominations for the 2013 Fellowship election
will be issued this fall, and the deadline will be January 31,
2013.
Our MRIA Excellence in Research Awards celebrate excellence
in marketing research and intelligence, communications and
advertising research, public opinion research, competitive
intelligence, and data mining.
The Excellence Awards comprise eleven different
categories:
Best in Class is awarded to research projects that serve as a
shining example to both supplier and client-side research
practitioners.
Excellence Behind the Scenes is awarded to research practitioners
whose efforts – in areas such as data collection, recruiting,
data processing and analysis – while being instrumental in the
completion of a stellar research project, were behind the scenes
and did not involve direct client contact.
Best Multinational is awarded to research practitioners who
have initiated and taken the lead in designing and implementing a superb marketing research project that collected
data from respondents in more than one country.
professionnels au cours du banquet et gala des prix de la conférence nationale. Notre conférence nationale 2013 aura lieu
à Niagara Falls en Ontario, et tous les deux ans après, à partir
de 2015, la conférence aura lieu à Toronto. Près des deux
tiers des membres de l’ARIM sont dans la Région du Grand
Toronto, donc, une conférence à Toronto ou ses environs attirera le plus grand nombre de participants.
L’appel de mises en candidature pour l’élection des associés
en 2013 sera publié cet automne et la date limite sera le 31
janvier 2013.
Les Prix d’excellence en recherche de l’ARIM célèbrent
l’excellence en recherche et en intelligence marketing, en
recherche dans les domaines de la communication et de la
publicité, en recherche sur l’opinion publique, en veille concurrentielle et en exploration des données.
Les prix d’excellence comprennent onze catégories :
Meilleur de sa catégorie est décerné aux projets de recherche qui
offrent des exemples éclatants de praticiens de la recherche tant
du côté fournisseur que du côté client.
Excellence du travail en coulisse est décerné à des praticiens de la
recherche dont les efforts – dans les domaines de la collecte de
données, du recrutement, du traitement et de l’analyse de données – tout en étant déterminant dans la réalisation d’un projet
de recherche brillant, ont été accomplis « en coulisse », sans
contact direct avec le client.
Meilleur projet multinational est décerné à des praticiens de la
recherche qui ont lancé et mené la conception et la mise en
application d’un projet de recherche superbe qui a recueilli des
données de répondants dans plus d’un pays.
Best Integration is awarded in recognition of a research project
Meilleure intégration est décernée en reconnaissance d’un projet
that demonstrates successful integration of marketing
de recherche qui a su intégrer la recherche marketing à d’autres
research with other information sources.
sources d’information.
Murray Philp Altruistic Award is awarded for a marketing
research project, done on a pro bono or reduced profit basis
for a not-for-profit organization, which has contributed
positively to the individuals, groups or communities (within
Canada) that it was meant to help.
Le Prix de l’altruisme Murray Philp est décerné au projet de recherche marketing effectué gratuitement ou à prix réduit pour
un organisme à but non lucratif, et qui a contribué positivement aux individus, groupes ou collectivités (au Canada) qu’il
visait à aider.
Public Policy Impact Award is awarded for a research project,
in the broader public sector, that has had a demonstrable
public policy impact.
Le Prix de l’impact sur des politiques gouvernementales est
décerné au projet de recherche, dans le secteur public plus
large, qui a exercé un impact démontrable sur une politique
gouvernementale.
Client-Side Researcher Impact and Effectiveness Award is
awarded to a research practitioner, employed at a Client-Side
Researcher Corporate member, for outstanding achievements
that have served to elevate the stature of marketing, survey
Le Prix de l’impact et de l’efficacité d’un chercheur côté client est
décerné à un praticien de la recherche, employé par un
chercheur côté client membre corporatif, pour des réalisations
exceptionnelles qui ont permis de hausser la stature de la
vue April 2012
11
COMMEN TARY / CO MME NTAI R E
and public opinion research, and marketing intelligence at
senior decision-making levels of his or her organization.
MRIA Award of Outstanding Merit is awarded for conspicuous and sustained service to, or on behalf of, MRIA or the
marketing, survey and public opinion research industry/
profession.
MRIA Award of Distinction recognizes younger members of
the association, up to forty years of age, who have brought
distinction to themselves and to the industry/profession
through leadership and achievement in their professional and
personal lives.
Grassroots Volunteer Leadership Award recognizes sustained
service to the association – or, through the association, to
the industry/profession more broadly – which has not been
rendered in an MRIA national volunteer leadership capacity.
Chapter Merit Award recognizes the MRIA chapter that has
demonstrated the strongest support for one or more elements
of MRIA’s current strategic plan, or its immediately previous
strategic plan, during the past year.
The deadline for Excellence Awards submissions this year is
Monday, April 16. For more information, visit the Excellence
in Research Awards area on our website at www.mria-arim.ca/
AWARDS/ExcelAwards01.asp
There is no time like the present. Now is your opportunity to ensure that the people you look up to – your mentor,
colleague, research supplier, client – and/or the outstanding
work you know to be deserving – the stellar research that is
theirs or your own – will be recognized and honoured this
year, on Thursday, May 31, at the gala awards soiree during
the 2012 national conference in St. John’s, Newfoundland.
See you there, and good luck!
recherche marketing, des sondages et de la recherche sur
l’opinion publique et en intelligence marketing aux paliers
supérieurs de prises de décision de son organisation.
Le Prix de l’ARIM pour mérite exceptionnel est décerné en reconnaissance d’un service manifeste et soutenu offert à l’ARIM,
à l’industrie ou à la profession de la recherche marketing, du
sondage et de la recherche en opinion publique, ou en leur
nom.
Le Prix de distinction de l’ARIM reconnait les membres de
l’Association plus jeunes, de moins de quarante ans, qui se sont
distingués et ont mérité de la distinction pour l’industrie et la
profession grâce à leur leadership et à leurs accomplissements
dans leur vie professionnelle et personnelle.
Le Prix de leadership en bénévolat au niveau de la communauté
reconnait un service soutenu offert à l’Association – ou, par le
biais de l’Association, à l’industrie et à la profession de manière
plus étendue – qui n’a pas été offert en tant que bénévole
national de l’ARIM.
Le Prix de mérite d’un chapitre reconnaît le chapitre de l’ARIM
qui, au cours de l’année qui vient de s’écouler, a manifesté
l’appui le plus solide à un élément ou plus du plan stratégique
actuel de l’ARIM, ou du plan stratégique le précédant immédiatement.
La date limite pour présenter des soumissions pour les prix
d’excellence est le lundi 16 avril. Pour obtenir plus de renseignements, visitez les pages sur les prix d’excellence en recherche sur
notre site Web à www.mria-arim.ca/AWARDS/ExcelAwards01.asp
Il n’y a pas de temps comme le temps présent. C’est le moment de vous assurer que les gens que vous admirez – mentor,
collègue, fournisseur de recherche, client – et/ou le travail exceptionnel que vous jugez digne de mérite – une recherche brillante
effectuée par quelqu’un ou par vous-même – seront reconnus et
honorés cette année, le jeudi 31 mai, à la soirée de gala des prix
à la conférence nationale 2012 qui a lieu à in St. John’s à TerreNeuve. Au plaisir de vous y voir, et bonne chance!
Brendan Wycks, BA, MBA, CAE, Executive Director / Directeur général,
Marketing Research and Intelligence Association / L’Association de la recherche et de l’intelligence marketing
Email: [email protected] • (905) 602-6854 ext./poste 8724
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2012 EXCELLENCE AWARDS
Marketing Research and Intelligence Association
L’Association de la recherche et de l’intelligence marketing
2012 Excellence in Research Awards
Call for Nominations
DEADLINE IS MONDAY APRIL 16, 2012
2012
Celebrate excellence in marketing research with MRIA’s prestigious annual awards,
open for submission from agencies and client side researchers alike. Submissions are
sought in eleven distinct categories, and are due on or before April 16 2012. Winners
will be announced and celebrated at the 2012 Excellence Awards Gala Soiree being
held in St. John’s Newfoundland, as part of MRIA’s national conference, on the
evening of Thursday May 31 2012.
The eleven award categories recognize excellence in marketing research and
intelligence, communications and advertising research, public opinion research,
competitive intelligence, volunteerism, chapter development and much more!
To download the Nomination Form, visit www.mria-arim.ca/AWARDS/ExcelAwards01.asp and
send us a brief email as an expression of interest, indicating the categories (maximum
of two categories per project) you are recommending, so that we know to expect your
submission by the end of day April 16.
Will your company, colleagues or researchers be honoured?
2012 Excellence in Research Awards
GENEROUSLY SPONSORED BY ?
WANT TO SHED MORE LIMELIGHT ON YOUR BRAND?
Sponsor the 2012 Excellence Awards and present at the podium as part of the
celebration! Your company logo will appear here and in future issues of Vue Magazine,
in Pulse eNewsletter, on the MRIA web site and on LinkedIn; with honorable mention
throughout the 2012 Gala Soiree Dinner, planned for Thursday May 31 in St. John’s.
Contact [email protected] for more information on Sponsorships.
Thank you in advance and come celebrate with us in stunning Newfoundland in May.
Chair:
Kimberlee Niziol Jonas, [email protected]
Judges: Ed Gibson, CMRP – CRC Research, [email protected]
John G. Ball, CMRP – Opus Enterprises, [email protected]
Gail Tibbo, CMRP – Incisive Mkting, [email protected]
Donald Williams – NADbank Inc., [email protected]
SP ECIAL FEATURE
Phone eMoney:
The Mobile Wallet
in Canada
Hotspex, a leader in the application of emotional science
to insights and innovation, examines consumer response to
a new technology that will enable payment transactions to
be carried out via smartphone.
Gera Nevolovich
The major players in the mobile commerce ecosystem –
payment networks, banks, mobile service providers, retailers, and even social networks – are rapidly developing their
mobile commerce offerings. The potential to use the mobile
platform for processing payment has paved the way for a
“mobile wallet.” This technology enables payment transactions to be carried out using a smartphone, at point-ofsale and beyond (see figure 1). Enabling consumers with new
mobile payment technology, however, is not the same as
engaging them in adoption of the technology.
Like all technology markets, the mobile payments ecosystem will take time to build and consolidate (see figure 2)
– and there is a lot of hype ahead of mainstream adoption.
The hype is almost symptomatic of the energy, interest and
excitement (from the industry’s perspective) that is necessary to build the ecosystem in the first place. According
to leading payment industry expert Christie Christelis of
Technology Strategies International, mobile wallet technology is approaching “the peak of inflated expectations” on
the Gartner Hype Cycles. (Gartner Hype Cycles provide
a graphic representation of the maturity and adoption of
technologies and applications, and of how they are potentially relevant to solving real business problems and exploiting new opportunities.) Christie predicts that we’re about a
year away from “the trough of disillusionment,” and we will
finally see broad-based rollout starting in 2014.
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Figure 1. What do you get when you cross a smartphone with
a wallet?
S P ECIAL F EATUR E
Figure 2. There are notable milestones in the development of
the mobile payments ecosystem.
Mobile payment technology is surging ahead,
but is it leaving the consumer behind? Does the
consumer want or need a mobile wallet?
In June 2011, Hotspex gave 1,000 Canadian mobile phone
users and smartphone intenders (likely to buy a smartphone
in the next six months) a say in the matter. All respondents
evaluated the same concept description of the mobile wallet via an online survey (approximately fifteen minutes in
length) following the Hotspex concept test methodology,
ConceptSpex.
Consumers rated the concept on traditional concepttesting metrics (such as usage and appeal), and Hotspex proprietary emotional, personality and rational attributes – to
assess likelihood and drivers of success. Detailed consumer
feedback was solicited on every element of the concept in
order to understand key strengths and weaknesses, leading
to optimization opportunities.
Overall, the mobile wallet ranks on the lower end of the
range when compared to other concepts tested by Hotspex.
While consumers generally had a lukewarm reaction to the
idea, over one-third of them were very receptive.
The low ConceptScore (see figure 3) is not surprising,
given the current lack of familiarity that respondents have
with the mobile wallet, and the embryonic stage of the mobile payments market. The ConceptScore among payment
intenders (respondents who selected themselves as likely to
use their mobile phones to make a payment in the next year
– before being exposed to the concept) is twice as high as the
average score across the total sample.
Canadians who responded well to the mobile wallet were
not characterized by any single demographic profile. These
early adopters included college or university graduates in
higher income brackets. Younger people typically spark
change in technologically driven markets, especially in the
mobile market. Surprisingly, respondents in the youngest
and the oldest age groups shared similar negative emotional
reactions to the mobile wallet concept.
There is latent interest in, and significant
potential for, the adoption of the mobile wallet
in Canada. But is the concept bulletproof?
The platform itself (the smartphone) happens to be among
the most emotionally driven categories, on par with chocolate
and beer, according to previous Hotspex research. A smartphone is literally an extension of one’s self. Layer on mobile
wallet functionality that needs to balance security versus
convenience, and you quickly reveal a more complex picture
of what it will take to get maximum value out of the idea.
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15
S PECIAL FEATURE
Figure 3. In general, the mobile wallet ranks low compared to
other concepts tested by Hotspex.
The study profiled the consumer emotional response to
the mobile wallet concept on 86 positive and negative emotions. Hotspex proprietary driver maps (see figure 4) show a
clear “emotional centre,” a set of feelings that all successful
concepts must stimulate, while (obviously) avoiding strong
negative emotions of any kind.
The study also profiled the personality, or image, that the
mobile wallet projects to consumers. The emotional map
overlays with the personality map, such that the emotion
(e.g., trust) and the personality (e.g., trustworthy) occupy
the same position on the emotional and personality maps,
respectively.
We explore both personality and emotions in order to
deliver a deeper understanding of how consumers feel and
respond to concepts. Personality measurement also tends to
deliver a better understanding of what is projected, while
emotions better explain what is received. Brands and concepts tend to project a personality, while consumers tend to
respond with a feeling.
While emotions tend to be either positive (driving the
impulse or desire to act) or negative (driving rejection), the
impact of some personality characteristics is contextual. For
example, while all concepts must be somewhat interesting,
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vue April 2012
Figure 4. Hotspex maps drivers and motivators according to their
impact on behaviour.
likeable and reliable if they are to be considered, marketers
can strategically choose to position a product as either masculine or feminine. This space of higher emotional intensity
is the space of differentiation.
In addition to mapping drivers according to their impact
on behaviour, our maps provide a comprehensive understanding of how drivers (emotions and personality) relate to
each other.
The colour coding on Hotspex maps (see figure 5) represents attribute zones such as “inspiring” or “familiar,” which
are grouped according to their emotional valance.
Successful concepts generate a strong consumer impulse
or desire by generating high associations on all the positive
emotions and brand personalities, while avoiding associations with the negative ones.
Beyond the table stakes, a successful positioning
will drive associations with the high-impact
attributes – key drivers.
Functionally, consumers rated the concept of the mobile
wallet high on attributes that are not key drivers of success,
such as uniqueness and leadership, but only low to moderate
on the well-known key driver of security, among others.
Emotionally, the mobile wallet concept does not deliver
on many of the key drivers of success, as is shown by the
light-blue bubbles, which indicate association with emotional attributes (see figure 5).
From an emotional perspective, not surprisingly, “interest,” “trust” and “disbelief ” emerge as three of the multiple
key emotional drivers identified in the mobile wallet concept
S P ECIAL F EATUR E
Figure 5. A heatmap plots mobile wallet associations.
Figure 6. Consumer clicks (likes, dislikes) and verbatim clearly
indicatethe strengths and weakness of the mobile wallet concept.
test. Corresponding, personality drivers included “reliable”
on the plus side and “complicated” on the minus side.
We found, however, that beyond just being reliable
and needing to make consumers feel safe in using the app,
succeeding with the mobile wallet will also require that it
be “inspiring” for consumers in the first place. Relevance
is another big gap that must be filled in order to generate
widespread adoption.
Who should issue the mobile wallet?
The largest group of respondents said that they are likely to
use a mobile wallet if it is issued by a bank, but the emotional reaction to the concept is weaker among this group of
respondents than it is for respondents who preferred other
potential issuers, such as payment networks, telecommunications companies, retailers, app stores, or social networks.
Attaching the mobile wallet to a trusted brand will generate higher trust as well as concept appeal, but trust is just a
table stake. The opportunity to drive adoption lies in playing up those features and benefits of the mobile wallet that
are most appealing from a consumer perspective.
Question: Are non-bank issuers more likely to deliver
credibly on these benefits from the consumer perspective?
each red dot represents a dislike. We were not surprised to
find that consumers were drawn to the discounts and offers
that a mobile wallet could be designed to facilitate. Features
such as control of payment preferences by retailer were
very appealing to consumers. After all, payment is simply a
means to an end – a vehicle to obtain the product or service
for which you are paying.
Our conclusion is that the mobile wallet is set to succeed, but not without attention to the emotional barriers
that are preventing broader adoption and impairing focus on
features such as preferences, discounts and offers.
Join the conversation at www.hotspex.com
What’s in it for the consumer?
As for any new product, interest will be driven by promotion and benefits once the table stakes are met. Figure 6
shows a screen capture of just two of the 2,000 consumer
comments (“likes” and “dislikes”) that were solicited on the
concept’s description. Each green dot represents a like, and
Gera Nevolovich is vice-president of Sales and Marketing
at Hotspex Inc., a leader in applying emotional science to
insights and innovation. For more information, contact
[email protected] or (416) 487-5439 ext. 227.
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17
F E ATURE
How to Identify and Develop
a Compelling
Brand Story
Stories help us connect with the values, beliefs and truths of a brand; and making
brands more like stories provides us with a template to follow in communications
planning. In this article, the CEO of ESW Partners guides us through the six-step
process of what he calls “story-branding.”
Jim Signorelli
Since the beginning of language, stories have helped us understand human nature. By helping us identify with characters during their quests to achieve certain goals, stories teach
us important lessons about who we are and what lies within
our own potential. But this teaching is done through implication, not explanation. Stories don’t tell us how to think or
what to value. Rather, they provide a welcome freedom to
self-select the truths that we read into them – explaining why
they can be immensely powerful.
In many ways, stories provide a great example for brands
to follow. Brands, like stories, also contain truths. But whose
truths are they: the brand’s or ours? It is one thing for brands
to push their meanings on us, and quite another for them to
help us draw our own conclusions.
Too much of our advertising tells us how to see things or
what we should believe is important. As a result, we are often
inundated with facts that can be argued and opinions that
are self-serving. It is hard to form a willing relationship with
anyone, let alone a brand that tries too hard to convince us of
its own importance.
What is a story? In the simplest terms, a story is made
up of one or more characters dealing with obstacles to the
achievement of certain goals. The extent to which a story
helps us connect with our own truths is a function of how
well we can identify with the values, beliefs and feelings
experienced by such characters.
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To help brands become more story-like, the “story-branding” process provides a template to aid communications
planning. The brand is substituted for the main character,
who is described as having functional capabilities, and is additionally infused with values and beliefs that resonate with
audiences. In all cases, the brand’s ultimate goal, apart from
increasing sales and profits, is to influence a relationship with
the prospective customer, or “prospect.” It is assumed that
sales and profit growth are functions of this relationship.
Attempts to force a relationship impede progress. Once
the relationship is formed, it becomes the foundation for an
enduring loyalty to which the customer proudly subscribes.
Achieving this goal is sometimes evidenced by customers
who proudly display the brand’s logo on apparel, bumper
stickers and, in extreme cases, body tattoos.
As is the case with stories, there are obstacles in the brand’s
path toward its goal. These must be identified and dealt with
before the desired relationship is achieved.
Working with this model, there are six steps that should
be taken to realize the model’s usefulness for a particular
brand. They are called the six Cs. Following is a brief explanation of each step and how to apply it to your own brand.
Step 1: Collect the backstory. We start by digging up the backstory.
In traditional marketing parlance, this is often referred to as the
“situation analysis,” which provides the background necessary
F EATUR E
to explain the problem that must be solved for the brand. Every
backstory is different but usually consists of any and all information relevant to the story about to be written – including an
assessment of the brand’s culture, as well as the problems and
opportunities it faces in the marketplace.
Step 2: Characterize the brand. One of the key challenges of storybranding’s planning process is to identify the brand’s persona.
Traditional planning methods start by focusing on the prospect.
In contrast, the story-branding process starts with an investigation of the brand, with the help of management. Specifically, it
starts with a thorough understanding of the brand’s value and
belief system. Since this system is sometimes difficult for management to articulate, we use a number of techniques, including
archetypal analysis, to help everyone see the brand more as a
person than as a thing.
While looking for belief markers, it is equally important to
determine if the brand is evidencing what it stands for. Is there
proof that what the brand wants to stand for is authentic and
not just lip service?
Besides trying to understand the brand’s strengths, it is
equally important to understand the brand’s limitations. Too
often, we see brands trying to take advantage of opportunities
that are far outside the realm of what is believable and consistent
with consumer expectations.
At other times, we see brands upholding values that their
products or operational behaviours can’t possibly support.
Imagine for example, White Castle (a U.S. chain of hamburger
restaurants) suddenly adopting a position around healthful eating, or the Motel 6 budget chain trying to associate itself with
the value of luxury.
These are extreme examples of reaching outside the realm of
the prospect’s expectations. But the point is that brand identities,
once formed, have certain guardrails. Go outside these guardrails
and the risk of failure increases.
Step 3: Characterize the prospect. Once the brand is fully explored,
we then characterize the most likely prospects. Specifically, we
look to see what functional and emotional needs are being left
unfulfilled. Then we set out to discover the extent to which any
of these needs present an opportunity for the brand in question.
In story parlance, this is referred to as the “dramatic issue.” It
consists of the problem that propels the main character’s journey.
That issue might be about finding redemption, love, or a life
purpose.
While constructing the brand story, we are simultaneously
looking for something that would propel the prospect’s movement
toward a fulfilled relationship with the brand. More often than
not, fulfillment results from a belief that is shared with the brand,
and one that the prospect feels is important to his or her identity.
Step 4: Connect the characters. At this stage, we start to play
matchmaker. Now that we understand our story’s two characters,
the brand and the prospect, we look for the fit between them.
In the short term, we are interested in knowing how the
brand satisfies a functional need through its product features
and benefits. Additionally, however, we need to know there is
something that can spark a long-term relationship, one that is
founded on shared values and beliefs.
Step 5: Confront the obstacles. Our model requires a definition of the communication obstacles standing in the way
of the brand-prospect relationship. Typically, these fall into
four categories: awareness, comprehension, confidence and
affinity. The extent to which any of these obstacles must be
overcome sets up the plot.
Besides identifying the big rocks that are in the way, we
prioritize them in order of which have to be moved first to
achieve the brand’s ultimate relationship goal.
Step 6: Complete the story brief. Unlike the traditional creative
brief, the story brief outlines the entire brand story in ways that
further an empathetic understanding of the brand and prospect
personas. One of the main functions of the story brief is to identify what we call the outer and inner layers of both the brand
and the prospect. Outer layers have to do with functions that are
performed by the brand and are desired by the prospect. Inner
layers have to do with values and beliefs to which both brand
and prospect subscribe.
To help identify these layers, we craft what we refer to as “I
am” statements for each character. These take the form of firstperson autobiographical sketches, as opposed to factual descriptions that are common to most traditional briefs. These sketches
stimulate empathy and identification, which we believe are
missing from most traditional creative input documents.
Additionally, the story brief provides a summary and prioritization of the communication obstacles that the brand must
overcome in order to establish a relationship with the prospect.
Whether the brand is sold B2B or B2C, the story-branding
process can move a brand closer to connecting with its prospects
on an emotional level. In all cases, the principle of implication
over explanation is relevant and applicable.
Jim Signorelli is the founder and CEO of ESW Partners, a
Chicago-based marketing firm. After a career of more than
thirty years in advertising, he is the recipient of the Smart
Leader award, given by Smart Business magazine and U.S.
Bank. For more information, visit www.eswpartners.com
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19
In Conversation with
Frederic Dayan
Senior Investment Advisor for
DundeeWealth–DWM Securities Inc.
Christian Mueller, PhD, CMRP
Just as we are proud of our profession, so too is the man
with whom I spoke for this article enormously proud of his
chosen field, and of the long career he has enjoyed as a
certified financial advisor (CFA) in Quebec.
The man and the professional CFA are one and the same
person: Frederic Dayan. I spoke with him in Montreal, where
he works as a senior investment advisor and branch manager
for DundeeWealth–DWM Securities Inc.
To begin with, Frederic, would you please enlighten
those of us in the marketing research industry as
to how the Canadian financial industry has evolved
since your company started?
The company, DundeeWealth, started many years ago. But
a big change took place around 1996, when the company
decided to buy distribution channels. I started in 1993, and
the industry has changed tremendously between then and
today.
When I started, advisors were looking more at taking orders from clients than giving advice. Since then, advisors are
more focused on giving advice – long-term advice – and less
on taking orders or looking for the stock trade.
We’ve seen a rapid movement towards having a practice
– each advisor in each firm – that’s more fee-based or the
equivalent. It is trailer fees that come from mutual funds versus transaction-oriented income.
Just to give you an example, today we’re talking around
14,000 to 15,000 different mutual funds out there. There
are thousands and thousands of individuals across Canada –
just within DundeeWealth, we have 900 individuals across
Canada – who are licensed to offer financial advice.
When I started in ’93, I remember very clearly that one
day I had a client who invested $10,000 in one specific
mutual fund. Within a few days, the regional vice-president
of that specific mutual fund company called to thank me
for the $10,000 ticket. Today a $10,000 ticket is something
normal that happens at least every day, for every advisor.
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And you’d need to have a $70,000 or $100,000 ticket before
someone would acknowledge your business.
So does that mean you’re dealing with people
of greater wealth or with those who just have
greater knowledge of the industry?
For me personally, as I reflect on the industry, there are two
kinds of individuals who are putting money into investment
firms: there’s the speculator; but there’s also the saver, the
person who saves for retirement, who’s seeking more advice.
In the last fifteen to seventeen years, we’ve seen more and
more savers, people who save money for their retirement
and go out to independent channels or independent advisors
versus just going to the bank and buying a term deposit or
buying what the tellers would say.
The first baby boomers are coming to retirement. We’ll
see a lot of people retiring in the next five to ten years, and
they’ll need advice. And don’t forget that when they retire,
the first thing that happens is they stop earning money.
You need your money, your savings – whatever they are,
even if they dropped significantly in 2008–2009. You need
all of your savings to start working for you to ensure that
you’re able to maintain the same lifestyle.
The cash flow switches directions, right?
Instead of coming in, it’s going out.
That’s it. There’s a big change in your life; the cash flow goes
out, like you said.
F EATUR E
And about the income for these advisors: You
mentioned fees versus transactions. When the
money is invested – say, annually – are the
management fees more of an income source
than fees charged per transaction?
Well, if you go to plain vanilla … If I buy a stock – BCE or
Royal Bank – for a client, I’ll charge him a commission of
x per cent, anywhere between a half and two percent. However, if I buy a mutual fund, the mutual fund company
charges a management fee, which is called an MER, a management expense ratio. Built into that MER is a percentage
paid to me as the advisor on an annual basis; it’s a percentage
of the assets entrusted to that fund company.
The next step would be – and there’s a big movement
towards this, and we hear a lot in the press and in the meetings that we attend – to have those fees, or those trailer fees
or whatever they’re called, not embedded in the MER. So
clients would pay a portion of their MER to the fund company, a reduced MER. But then, in addition to that, they
would be in a fee-based account, where the fee would be
visible to clients. And this is a big movement in the industry.
Right, so people are paying. But would you say
they’re getting their money’s worth? Are they
satisfied with the way things are?
I think, fortunately or unfortunately, there are good advisors and bad advisors. The good advisor is really proactive in
talking to clients, giving advice, meeting with clients on a
regular basis, reassuring them when they call or when they’re
nervous. Because, don’t forget, this is their money; this is
their life savings; and this is a very important item for them.
So when they’re nervous, a good advisor is always ready to
help clients, answering their questions and trying to find
solutions. Then there’s the other advisor who, you know, just
collects the trailer fees.
The fact is that fees are more and more le sujet de jour,
and clients are more aware of it, which makes advisors become more professional or makes them ensure that they give
value to clients for the money that they earn.
Is it happening that the better advisors have more
loyal customers? What about the ones who aren’t
so good? You would know from your perspective: Maybe some of the advice isn’t the best,
but people are still loyal to those advisors. What
about loyalty?
I would say that you always have in your practice clients
who are lazy and don’t want to make a change, who will only
make a change when things go bad. But good advisors are
really proactive, ensuring that they meet their clients on a
regular basis.
There’s data for that, a lot of data, indicating there are
certain easy steps to take to ensure that your clients are satisfied and that you’re servicing them well. So there are more
and more good advisors.
You see, one of the things that we noticed at DundeeWealth – and it changed a lot of things for us – is that in
2008–2009, when the market was dropping anywhere
between 30 and 40 per cent, there were some advisors who
were increasing the size of the assets they were managing or
administrating.
What we did at DundeeWealth – and it was a big, big element of our recent success – was to go and see those advisors
within our firm and say, “Okay, what are you doing differently
for people to refer more business to you or for people to send
you more business, and for people to be loyal to you?”
What came out of that was that those advisors who were
successful were controlling what they could control and not
focusing on what could not be controlled. What I mean by
“controlling what you could control” is to put in place some
processes where you would meet clients two times, three
times, four times a year. And you have to do client segmentation, to analyse your business, to see who you will meet
four times a year, who you will meet once a year.
Also they were putting in place some mass communication campaigns where they would send emails on a regular
basis, or letters or newsletters, or just make phone calls,
saying, “Okay, this is what’s happening in the market. Your
portfolio might be down, but don’t forget that the general
markets are down much more, and this is the reason ….”
They were communicating on a more regular basis, a
proactive basis. What comes out of that – and I was looking
at some research recently about the overall satisfaction of clients – is that it’s more difficult to satisfy the clients now than
it was in 2007, just because the good advisors were doing
such a good job that they increased the clients’ expectations.
So we see more and more advisors really taking every step.
First, it’s ensuring that you’re available to discuss with clients, or ensuring that they know that you’ll be responding to
their calls within 24 hours or within 48 hours; and second,
it’s ensuring that you understand what their risk tolerance is,
how much money they’re willing to lose.
As I said, unfortunately we cannot control what the markets do. We always do our own financial research to see what
we expect from the market, but we cannot control what the
markets will do. So we have to ensure that the portfolio is
really aligned with how much risk the client is ready to take.
The risk involves a financial aspect, but there’s an emotional aspect, too. There was a study that came out many
years ago showing that the level of emotion you get when
you lose a dollar is the same as the level of emotion you get
when you earn three dollars. So it’s a one-for-three.
vue April 2012
21
F EATURE
In general, would you say that advisors are
more sensitive to that sort of dynamic among
their investor clients?
Yes, in general, there’s been a good improvement among
advisors – to ensure that we are really proactive with our
clients, to ensure that they’re okay.
In particular, when we have these financial crises,
like 2008–2009, does it up the ante, so to speak?
Definitely!
What else can you say about the role of research
in your business?
I think research is very important. As I said initially, there
are thousands of advisors, and there are so many products
we can offer to clients. There are 15,000 mutual funds.
There must be at least 50,000 different stocks that I can buy
for my clients. So, really, advisors become a commodity, and
they need to understand what’s driving client satisfaction.
The number one rule is that you have to be in contact
with your clients at least four times a year; and the more, the
better. When you follow that rule and you understand what’s
behind that rule, you will be better off, because competition
is very hard in this industry.
Has what you described been learned through
any studies done by marketing researchers?
Or does it come from other sources?
Studies come out every year from well-known companies
and also from internal surveys that we do. The goal of any
advisor – I mean, as a business person, not as an investment
professional – is to ensure the loyalty of clients.
Advisors try to get a greater percentage of assets entrusted
to them, because it’s not true that 100 per cent of my clients
have 100 per cent of their money with me. I know that, if
I’m lucky, I have 70 or 80 per cent, but I would say more
like 60 per cent of their money is with me.
And the third thing that I want my clients to do is to
refer some friends and family to me. So I need to understand
what the driver is behind their satisfaction and to take steps
in that direction. Performance is important, but it’s not the
only driver.
If the market goes down 20 per cent and my client loses
18 per cent, chances are he won’t leave me. If the market is
up 15 per cent and my client makes 13 per cent, chances are
he won’t leave me. However, if the market is up 15 per cent
and my client is up 17 per cent – but I never call him, we
don’t try to do a financial plan or a retirement plan for him,
I don’t give him new investment ideas, and I have no contact
with him – eventually that client will leave me.
22
vue April 2012
It sounds like you have a fairly good idea of
what works, but what could research do to make
it better? Where could research findings be
improved to give you more insight about what
you need to do as an advisor?
Research has shown that although performance is not the
key driver, clients want to know how they are doing, and
how they are doing compared to the rest of the world.
Another thing that research has shown is that clients need to
understand why their portfolio is doing well or not.
Also, we’ve seen that clients need to have a discussion
with you on a regular basis about their risk tolerance. Can
they afford to lose x percentage if they know what they’re
doing? Clients have shown that they’re more and more
interested in being able to retire comfortably; and to do that,
they need to work with a financial plan.
The other element that’s important is clients’ wanting to
understand how we are paid, because they need to understand the fee structure. They want to understand the fee
structure, and they want to understand what value I give
them for that fee structure.
You’re being very positive, and I’m glad to hear it.
But what more could you look for in your information feedback from clients, in order to help you?
I think that once I understand what those drivers are, my
next step is to understand what combination of drivers is
important for me and other advisors.
My goal is to be a successful business person because, at
the end of the day, that’s what we are. We are investment
advisors; but it’s the business we’re in. Given that there are
a lot of drivers, I need to understand where I should focus
to increase the overall satisfaction of my clients. Above all,
where should I focus first?
I want to thank you, Frederic, for sharing your
knowledge and experience with us.
DundeeWealth–DWM Securities Inc. is a wholly owned
subsidiary of Scotiabank. Part of Scotiabank’s Global Wealth
Management division, its acquisition was completed in 2011.
DundeeWealth–DWM Securities provides diversified wealth
and investment management solutions to advisors, institutions,
corporations and foundations.
Christian Mueller, PhD, CMRP, has been recently appointed to
chief methodologist at Fresh Intelligence Research Corp. This is
his 29th year as a professional marketing researcher. He may be
reached at [email protected] or (416) 342-8228
ext. 618.
vue
2012 EDITORIAL
CALENDAR
Thank you for the support you have shown for
Vue magazine over the years and we look forward to
counting you among our print and digital advertisers in
2012. We welcome inquiries from advertisers, authors,
students and the business community.
Be Heard
Be Seen
Be Vue’d
Month
Editorial
Submisson Deadline
January / February
MOBILE RESEARCH
January 3
March
ENTREPRENEURSHIP
February 3
April
FINANCIAL
March 2
May
THE CONFERENCE ISSUE
April 3
June
MEDIA AND JOURNALISM
May 3
July / August
TOURISM
June 4
September
EDUCATION
August 3
October
GOVERNMENT AND DIVERSITY
September 3
November
BRANDING AND ADVERTISING
October 3
December
THE FUTURE - LOOKING AHEAD
November 2
F EATURE
Focus Groups with a Twist:
The Use of
Online Diaries
Traditional focus groups with students and young
adults can yield very actionable results when active
engagement with the topic is encouraged by the use of
communications in a way that is preferred by this group
– the online diary.
Colleen Opseth with Lang McGilp
The young adult market is critical for communications providers. They are early adopters of new technology, over-the-top TV
services, and social media, as well as heavy users of technologies
such as texting. In particular, post-secondary students are a valuable market. Many will be making their own decisions about –
and purchasing – communications and entertainment products
for the first time.
The Research Project: Student Campaign
The student–young adult market presents a unique challenge to marketers as well as marketing researchers. Those
in this market grew up with the Internet and are extremely
mobile. Cutting the cord – abandoning their local home
phone – is more common in this age group, more so than
with any other segment. In 2010, fifty per cent of households in Canada in the 18-to-34-year-old age group were
using cellphones exclusively, up from 34 per cent in 2008.
Only 8 per cent of all other households used a wireless device
exclusively. For marketing researchers, this group presents another challenge. In 2008, the Council of American Survey Research
Organizations (CASRO) estimated that cell-only households
would eliminate 15 per cent of all adults and 30 per cent of
young adults from traditional random digit dialing samples
in the U.S. (see the presentation, “Cutting the Cord: Current
Research on the Impact of Cell Phones on Survey Research in
the U.S.,” presented by Abt SRBI’s John Boyle at the CASRO
conference on October 15, 2008).
24
vue April 2012
SaskTel, a telecommunications provider based in Regina,
Saskatchewan, was interested in conducting research with
post-secondary students for two primary reasons: (1) to
understand post-secondary students’ needs, wants and desires
in relation to TV, Internet, home phone, and wireless services;
and (2) to understand the students’ decision-making process
with respect to entertainment and communications services,
including factors affecting their purchase decisions. Insightrix
Research, a full-service Saskatchewan-based marketing research
agency located in Saskatoon, was engaged to conduct the study.
Focus Groups, with a Twist
The use of traditional focus groups was selected as the
research method, with one significant and unique difference:
recruited participants were asked to complete an online diary
to record their social activities, their experiences in the ways
they communicate with family and friends, and what they did
for entertainment prior to attending the focus group.
The online diary is an updated study approach borrowed from
the ethnographer’s tool kit, one that traditionally asked participants to record their activities and comments in a notebook.
Tech-savvy young adults were expected to be very comfortable
in participating in the online diary. The online approach allowed
Insightrix to monitor participation in the diary, in real time, and
to send out reminders; it also provided the benefit of richer, more
accurate data. The diary was conducted over a seven-day period to
ensure that weekday and weekend activities were diarized.
To participate in the study, students were required to be
attending university in Saskatoon or Regina, to be living
on their own or with roommates, and to have at least two
telecommunication services. Further to this, recruitment of
F EATUR E
a mixture of participants was based on gender, year of study,
area of study, and origin of the student (within Saskatchewan,
within Canada, or from abroad).
The study was blind: the sponsor’s identity was revealed
to participants only at the end of the focus group session. To
minimize bias and potential behavioural change during the
week of the study, participants were prevented from seeing
each other’s diary entries.
Participants were recruited during welcome week, at the
beginning of September at the universities in Saskatchewan
and Regina, through online ads as well as from Insightrix’s
proprietary online marketing research panel. The goal was to
recruit twenty participants in total (ten in each city) to complete the online diaries and attend the focus groups in each
city. The expectation was that some respondents would stop
participating partway through the research exercise, resulting in six to eight individuals who would complete the entire
exercise in each city. Incentives were structured to encourage
complete participation in both phases of the research.
Focus groups were held in each city on the university
campus. The main objective of the focus groups was to gather
information about the student decision-making process with
respect to entertainment and communications services, as well
as to recap the students’ needs, wants and desires with respect
to communications services.
In addition, SaskTel’s fan page on Facebook was used to gather feedback from student fans. Each day, a question was posed
to fans, offering a chance to win a BlackBerry. For example, fans
were asked: “When moving away for school, what is the one
entertainment or communication device you can’t live without?”
Key Research Observations
The following key research observations were made through
the week of the two-stage study:
• Participants were very engaged: not one person withdrew from
the study.
• Texting was a critical way to remind students of their diary
obligations, of the focus group session, and where the focus
group was located.
• Participants felt obligated to keep up with the diary and
proactively contacted Insightrix if they fell behind.
• Because participants were encouraged to complete their diary
at the end of the day (just before going to bed) or before noon
on the following day, issues with recall were reduced.
• Participants were very frank with their entries.
• A standard set of questions was asked each day, and a small
number of topic-specific questions were featured. This approach proved very helpful.
• Ten people x 7 days x 2 universities = a lot of entries. Over
4,000 comments were posted, resulting in a wealth of data.
Given that no participant dropped out of the study, fewer
participants will likely be recruited at the initial stages of
subsequent studies using a similar methodology.
• Students were excellent focus group participants: they were
able to provide accurate and detailed behavioural information because they had documented it throughout the week.
Furthermore, they were honest about expressing interest in
new concepts, evaluating advertising messages, and reporting
intentions of switching providers based on specific criteria.
“I was a little worried on the night the diary started,”
confessed lead Insightrix researcher, Lang McGilp, “because
no one had logged in. I texted all ten participants, and that
sure lit a fire under their butts. Within fifteen minutes, seven
of them were actively filling out the diary!”
Some of the more interesting and informative diary entries
made by the participants are worth quoting here.
“Well, I managed to sleep in till 11 and watch some 90210
with my girlfriend, on her laptop, then made some dinner, and
watched the game with my roommate and my girlfriend. Then I
made some supper, and now I am partying.”
“Before university started, I sent around 60 texts a month.
Now that I don’t see friends and siblings as often, I was surprised
to find I send around 60 texts a week, just to keep in contact
with everyone. I have definitely found that living in a city makes
you more dependent on technology.”
“I found I texted people more during the week than the
weekend.”
“I find it frustrating that my phone doesn’t have WiFi. It’s a
BlackBerry Tour. I really, really regret not getting a WiFi-capable
device.”
Conclusions
Our marketing group at SaskTel found the project results
very actionable for this market. “The diary provided a
window in the daily life of a student,” observed Greg Jacobs,
the marketing analyst responsible for the student campaign.
“Having them think about and record their activities yielded
some real nuggets in terms of results.”
Communicating with this market in the post-secondary
students’ preferred ways – by the online diary – and using text
messaging for ongoing communication helped ensure that participants were actively involved in the topic. As a result, this study
offers numerous suggestions to improve engagement of students
or young adults for marketing research.
Colleen Opseth is a marketing manager (Research Services) at
SaskTel. She can be reached at [email protected]
Lang McGilp, is a senior research executive with Insightrix Research
Inc. He can be reached at [email protected]
vue April 2012
25
I N D U ST RY N E W S
to our
Corporate Client-Side Researchers
MRIA greatly appreciates the contribution made to the
Association by client-side researchers and would like to formally
recognize the support made by the 90 MRIA Corporate Client-Side
Researcher member organizations in 2012.
The Corporate Client-Side Researcher Council (CSRC) has a full
agenda to ensure that all client-side researchers collaborate and
share best practices. As a key initiative, the CSRC wants to build a
social network which has a stronger connectivity across client-side
researchers in Canada.
Several activities will be organized by the CSRC this year for
researchers working for a Corporate Client-Side Researcher
member, including the closing ceremony presentation and panel
discussion on June 1, 2012 at the 2012 MRIA National Conference
being held in St. John’s, NFLD. We hope to see you there!
The organizations to the right are Corporate Client-Side Researcher
members of MRIA in 2012 and the listing also indicates the
corresponding number of individual members.
To join as a new Corporate Client-Side Researcher member
of MRIA at no additional cost, please contact MRIA at:
[email protected]
or visit www.mria-arim.ca/MEMBERSHIP/CorporateTypes.asp
26
vue April 2012
ADP Canada (1)
Alberta Tourism, Parks and Recreation (2)
All Weather Windows (1)
Alliance Data Loyalty Services (1)
APTN (1)
ATB Financial (8)
Autodesk (1)
AVIVA Canada Inc. (1)
BC Automobile Association (2)
BC Lottery Corporation (2)
Bell Canada Market Knowledge Centre (7)
Bell Media (1)
BMO Financial Group (1)
Cadre Consumer and Market Insights (2)
Canada Mortgage & Housing Corp. (6)
Canadian Air Transport Security Authority (1)
Canadian Institute of Chartered Accountants (2)
Canadian Tire Corporation Ltd. (6)
CIBC Brand & Market Research (6)
CIBC Client Experience Research (3)
Cleo, a division of Comark (1)
Coastal Community Credit Union (2)
Coca-Cola (10)
Collège de Rosemont (1)
Commins, Wingrove (3)
ConAgra Foods Canada (3)
Desjardins General Insurance Group (3)
Desjardins Sécurité Financière (8)
Farm Credit Canada (8)
Foreign Affairs and International Trade Canada (1)
Foresters (1)
Gaz Métro (1)
GlaxoSmithKline (9)
HSBC Bank Canada (1)
Hydro One Networks (1)
Hydro-Québec (1)
ING Direct (2)
Insurance Corporation of British Columbia (ICBC) (3)
Interactive Advertising Bureau of Canada (1)
Intuit Canada, Global Business Division (2)
Investors Group (1)
Ivanhoe Cambridge Inc. (3)
Johnson & Johnson (2)
JTI Macdonald Corp. (2)
Kellogg Canada Inc. (2)
Kraft Canada Inc. – Consumer Insight & Strategy Group (28)
LCBO (8)
Leo Pharma Inc. (2)
London Life Insurance Company (4)
L’Oreal Canada (2)
Manitoba Hydro (1)
Manitoba Public Insurance (13)
Manulife Financial (5)
McCain Foods – Canada (3)
McDonald’s Restaurants of Canada Ltd. (3)
MD Physicians Services Inc. (2)
Merck Consumer Care (1)
Microsoft Canada (1)
Molson Coors Canada (2)
MTS Allstream (3)
National Bank of Canada (3)
Nestle Canada Inc. (3)
New Brunswick Department of Tourism and Parks (1)
Ontario Lottery & Gaming Corporation (6)
Ontario Power Authority (2)
Parks Canada (4)
Passport Canada (1)
PepsiCo Canada (6)
PMB Print Measurement Bureau (2)
Pollard Banknote Limited (1)
Public Works & Government Services (3)
RBC Financial Group (10)
Rogers Media Inc. (4)
SaskTel (1)
Scotiabank Market Research & Customer Segment (9)
Shoppers Drug Mart (1)
Sklar Wilton & Associates Ltd. (17)
Sobeys Inc. (10)
Société de Transport de Montréal (1)
TD Bank Financial Group (25)
Teletoon Canada Inc. (1)
Telus Communications - Market Research (11)
The Business Depot Ltd. (2)
Unilever Canada (3)
Union Gas Limited (3)
Vancity Savings Credit Union (3)
Vidéotron (1)
vivid connections inc. (4)
Whirlpool Canada LP (1)
Yahoo! Canada Inc. (3)
I N D U STRY N E W S
QUALITATIVE RESEARCH REGISTRY (QRR)
In accordance with federal privacy laws, MRIA’s Qualitative Research Registry (QRR), or
Registre de la recherche qualitative (RRQ) in French, was created to provide an ongoing,
user-friendly vehicle for tracking those who do not want to be contacted or should not be
contacted for qualitative research studies.
QRR is a comprehensive do not call list
of those who have recently participated in qualitative
research studies, those who have asked not to be
contacted further, and those felt by recruiters and
moderators to be best served by not being contacted.
These respondents are marked as “do not call” in
accordance with established MRIA Standards.
All field and full-service companies are encouraged
to submit a list of their qualitative respondents for
entry into the QRR system each month, including
those who do not wish to be contacted.
Participating firms will receive monthly updates
of respondents to be screened from qualitative
recruitment samples. QRR works effectively to
increase the quality and integrity of the qualitative
research process, by serving as a control to ensure
respondents are not contacted more frequently than
is necessary.
However, the ability of the system to function
effectively is directly related to the co-operation
received from firms who provide recruitment services.
If you are a full service research firm or field supplier
that is currently participating in the Qualitative
Research Registry program – thank you very much
and keep up the good work!
If you are not currently participating, please get
involved! If you are interested in submitting to QRR,
please visit the MRIA website at
www.mria-arim.ca/QRD/QualResearchRegistry.asp for
further explanation and guidance on how to submit
qualitative research participants’ names, along with
the required electronic forms.
THE FOLLOWING COMPANIES HAVE
SUBMITTED NAMES TO QUALITATIVE
RESEARCH REGISTRY FOR
JANUARY 2012
ATLANTIC
Ideaspace
Opinion Search
R.I.S. Christie
Tann Research/Head Count
ONTARIO
Barbara C. Campbell Recruiting
Consumer Vision
CRC Research
Dawn Smith Field Management Services Inc.
I & S Recruiting
Ideaspace
Nexus Research
Opinion Search
Quality Response
R.I.S. Christie
Research House Inc.
Research Professionals
Tann Research/Head Count
QUEBEC
CRC Research
MBA Reserche
Opinion Search
R.I.S. Christie
Research House Inc.
WEST
QUALITATIVE RESEARCH REGISTRY
SUBMISSIONS SHOULD BE SENT TO:
[email protected]
Submission templates and payment forms
can be found at
www.mria-arim.ca/QRD/QualResearchRegistryForms.asp
Barbara C. Campbell Recruiting
CRC Research
Ideaspace
Opinion Search
R.I.S. Christie
Research House Inc.
SmartPoint Research Inc.
Trend Research
Rules of Conduct and Good Practice for Members of the Marketing Research and Intelligence Association (2007),
Section C Rules Specific to the Conduct of Qualitative Research:
20. Recruiters should provide accurate data to the Qualitative
Research Registry, where such exists, on a consistent basis
and check all respondents against the Registry.
21. Moderators buying recruiting services should give primary
consideration to recruiting agencies which submit to the Qualitative
Research Registry, where such a service exists, on a regular and
ongoing basis.
vue April 2012
27
I N D U STRY N E W S
RRS
RESEARCH REGISTRATION SYSTEM
Since 1994, the RRS has allowed respondents to verify the legitimacy of a
research project; helped legislators and regulators differentiate between legitimate
survey researchers and unscrupulous telemarketers, phishers and scammers; and
protected the industry from unnecessary and unwanted regulation.
RRS
MRIA’s Research Registration System (RRS) has long
been a cornerstone self-regulatory mechanism for the
marketing, survey and public opinion research and
market intelligence industry in Canada.
Combined with other self-regulatory initiatives such
as our Code of Conduct and Good Practice and our
Charter of Respondent Rights, the RRS has paid
huge dividends in protecting the industry’s positive
reputation and good name with Canadians.
All Gold Seal and Basic Corporate Research Agency
members of the Association are obligated to register
all of their research projects with the RRS, and ClientSide Corporate members are encouraged to require
their agency suppliers to do so.
MRIA’s Research Agency Council provides strategic,
policy-level oversight of the Research Registration
System, and receives aggregate data-only on the
System’s performance.
Questions about the Research Registration System
should be addressed to Sylvie Corbeil-Peloquin,
Manager, Member Services, at 1-888-602-6742 or
905-602-6854, ext. 8726 or [email protected] or,
in her absence, Executive Director Brendan Wycks at
ext. 8724 or [email protected].
THE FOLLOWING COMPANIES HAVE REGISTERED
RESEARCH PROJECTS WITH THE RESEARCH
REGISTRATION SYSTEM DURING JANUARY 2012:
GOLD SEAL CORPORATE RESEARCH AGENCIES
Advanis Inc
Advitek Inc.
BBM Analytics
BBM Canada
Blue Ocean Contact Centers
Canadian Viewpoint Inc.
Consumer Vision Ltd.
Corsential ULC
Elemental Data Collection Inc.
Harris/Decima Inc.
Hotspex Inc.
Ipsos Reid Corporation
MarketQuest-Omnifacts Research
MBA Recherche
MD Analytics Inc.
Nanos Research
NRG Research Group
Opinion Search Inc.
R.A. Malatest & Associates Ltd.
Research House Inc.
Research Now
Tann Research Services Inc.
Tele-Surveys Plus / Télé-Sondages Plus
TNS Canadian Facts
Rules of Conduct and Good Practice
For Members of the Marketing Research and Intelligence
Association (2007):
Section A (5)
Members must uphold the MRIA Charter of Respondent
Rights.
Charter of Respondent Rights, Article 2
You can verify that the research you have been invited to
participate in is legitimate in one of two ways. You can
either obtain a registration number and the MRIA’s toll-free
telephone number for any research registered in the MRIA’s
Research Registration System or you can obtain the contact
information of the research director who is conducting the
study.
BASIC CORPORATE RESEARCH AGENCIES
Arcus Group
Goss Gilroy Inc.
Illumina Research Partners
Network Research Field Services Inc
Nexus Market Research Inc.
Panoptika Inc.
Quality Response Inc.
www.mria-arim.ca/RRS
28
vue April 2012
I N D U STRY N E W S
PEOPLE AND COMPANIES IN THE NEWS
• To read more news online, or to submit your “People and Companies in the News”,
simply fill out our online form at www.mria-arim.ca/PEOPLE/People.asp.
• The Vue editorial team reserves the right to select and edit your submission for appearance in Vue.
• MRIA is neither responsible for the accuracy of this information nor liable for any false information.
The Spring 2012 Edition of
the Greenbook Research
Industry Trends Report is
Now Available
In its 11th year, GRIT is the
leading and most comprehensive survey
of the global market research industry.
www.greenbookblog.org/GRITSpring-2012/
Decipher Releases Customizable
Reporting Dashboard
Users of the company’s survey and
reporting platform can now instantly
view crucial data in presentation-ready
format. The new reporting dashboards
are available to all clients utilizing
Decipher’s research services or software
products. Some of the benefits of
the new Beacon reporting dashboard
include:
• Customizable tables and charts that
can pull from multiple data sources
and variables
• Numerous chart types and flexible
layouts to fit specific user needs
• Ability to incorporate corporate
branding
• Public or restricted dashboard access
• www.decipherinc.com
International Conference on Methods
for Surveying and Enumerating
Hard-to-Reach Populations, October
31 – November 3, 2012; Marriott New
Orleans at the Convention Center, New
Orleans, Louisiana, U.S.A. The H2R 2012
conference will bring together survey
methodologists, sociologists, statisticians,
demographers, ethnographers and other
professionals from around the world to
present new and innovative techniques
for surveying hard-to-reach populations.
A selection of contributed papers will
be published in a peer-reviewed issue
of the Journal of Official Statistics. For
information, visit
www.amstat.org/meetings/h2r/2012
Appointment Notice: Jan
Oostveen, Director General,
efamro.
Jan Oostveen was appointed
as efamro Director General
in January 2012. He is the former CEO
Northwest Europe at Millward Brown
and a former Chairman of the market
research agency section of MOA. He has
been a market research entrepreneur,
a regular speaker at marketing and
marketing research conferences and
author of many publications regarding
the market research business including
the first and subsequent editions of the
ESOMAR Industry Report. www.efamro.eu
Mozilla Launches Tool to Expose
Online Tracking
Non-profit body The Mozilla Foundation,
developer of the Firefox browser, has
launched an add-on tool to provide
a real-time visualization of websites
tracking users’ online behaviour. Mozilla
CEO Gary Kovacs comments: “Collusion
will allow us to pull back the curtain
and provide users with more information
about the growing role of third parties,
how data drives most web experiences,
and ultimately how little control we have
over that experience and our loss of
data.” [email protected]
Research Now Clients across North
America Can Now Gather
D-U-N-S® Numbers on Business
Panelists in Canada and Europe
Enabled by Dun & Bradstreet®, Research
Now’s dynamic tool will enable deeper
analysis and segmentation of B2B
respondent data outside of the United
States. The tool was first launched on
Research Now’s U.S. business panel in
October 2011, where SIC codes are also
available, and is exclusive to Research
Now among online panels.
www.researchnow.com
Local Wines Bode Well with
Residents of Ontario, with or
without the VQA Logo
ACCE investigates the wine
consumption trends and
behaviours of Ontario consumer. A
recent study was conducted in the
Greater Toronto Area (GTA), Ontario
amongst roughly 1000 wine consumers
regarding various topics involved in
wine purchasing behaviour. According to
Kate Biggs, wines produced in Ontario
are the most frequently purchased
wines compared to any other region
Continues on page 30
People and Companies in the News sponsored by:
vue April 2012
29
I N D U ST RY N E W S
at an astonishing 41%, which is more
than double of any other listed region
including such dominating players as
Australia, Italy, France and Chile. The
overwhelming acceptance towards
Ontario wines is driven by a strong desire
for supporting the local economy and
wine producers specifically.
www.acceintl.com
SSI Names Christopher
Fanning as Its New Chief
Operating Officer
SSI announced today that it
has appointed Christopher
Fanning as its new Chief Operating
Officer. Fanning will focus on optimizing
SSI’s core sampling and data collection
services, taking immediate responsibility
for its North American and Latin American
markets. He brings a 25-year track record
of success in business management,
executive leadership, strategic planning
and operational excellence to his new
role. www.surveysampling.com
GfK Increases Dividend by 35%
In 2011, GfK improved both its
consolidated total income and sales,
reaching new record values. Consolidated
total income rose by 4.9% and therefore
exceeded the already pleasing value of
the prior year. In addition, it was a year
which signalled a change and marked
the beginning of a new organization.
Business success was largely attributable
to the Custom Research and Retail
and Technology sectors, both of which
registered increased sales and income.
www.gfkamerica.com/newsroom/
press_releases/single_sites/009565/index.
en.html
Ipsos/RBC Consumer Outlook Index:
March 2012
American consumer confidence is up for
March 2012 to the highest levels seen
since the start of the recession. The main
drivers of this surge in confidence is
improved employment confidence and
the associated decline in concern with
personal financial health. This is despite
continued pressure on the wallet from
high fuel prices and international financial
instability. www.ipsos-na.com
30
vue April 2012
TNS Makes Webb Head
of Digital
In the U.K., TNS has promoted
Joseph Webb – who joined
the company as a graduate
trainee as recently as 2007 – to the
position of Head of Digital. Webb
(pictured) was promoted to the post of
Technology Consultant before moving two
years ago to run the firm’s Digital Life
study, which TNS describes as the largest
study of the global digital consumer ever
conducted. www.tnsglobal.com
Ipsos and Innerscope Link
for TV Biometrics
In New York, Ipsos MediaCT
and biometric measurement
specialist Innerscope
Research have designed a new
methodology, emoTV, which measures
both the conscious and unconscious
responses of audiences to TV shows. Last
year, Innerscope and Ipsos partnered
to integrate the former’s measures of
unconscious emotional engagement
into Ipsos’ products. Their new joint
product combines three methodologies
– biometric research, nationwide
survey data, and biometrically-informed
focus groups – to provide a “complete
evaluation” of how a target audience
responds to a new TV pilot or recurring
show. www.ipsos-na.com and
www.innerscope.com
Viacom Launches Cross-Media
Targeting Platform
U.S. entertainment brand Viacom has
launched a new audience targeting
capability called “Surround Sound,”
offering advertisers the chance to
reach specific audiences on every
digital platform of the company’s media
portfolio, including MTV, Nickelodeon and
Comedy Central. Viacom’s audiences span
TV, motion pictures, online, and mobile
platforms in more than 160 countries
and territories. The firm has over 2,500
interactive media properties reaching a
global audience of nearly 700 million.
Surround Sound offers advertisers
targeted media buys across nearly 100
million homes on-air, and more than 80
million unique visitors online, as well as
mobile and email users nationwide. The
system uses Adobe’s AudienceManager to
provide a single view of Viacom’s crossplatform data assets. www.viacom.com
P ROFE SS IONAL DE VELO PMEN T
Change:
MRIA Institute for
Professional Development
It’s More Than the
Stuff That Rattles
Around in Your Pocket
Stephen Popiel, PhD, CMRP
When I look back at the changes that the previous two deans
of the Institute for Professional Development have implemented, I am in awe. Cam Davis and the team built the
institute, and they worked with the MRIA board to develop
the Maintenance of Certification Program (MCP).
Jeannette Bellerose and the team moved our course offerings online, further developed the MCP and created the very
easy to use MCP tracker website (www.CMRP-MCP-Tracker.
com). Jeannette also put in place a number of processes that
make the job of dean much easier. I come in to a position
with clear processes for developing the Comprehensive
Marketing Research Exam (CMRE) and for marking protocols, as well as for collecting and using feedback from course
participants and exam writers. For these advances, I am
forever in her debt.
I am left wondering what there is for me to do. Luckily,
the board continues to place education at the forefront of its
strategic plan. A wider and more diverse set of course offerings has been requested and is being developed – courses for
mid-career professionals, to help them move up the ladder,
and courses that focus on some of our specialty areas. The
CMRP structure is being evaluated with the goal of making
the CMRP designation even more desirable.
My main goal as dean is to increase the number of
CMRPs. On a personal note, I decided a couple of years ago
that I should get the CMRP, so I wrote the exam (I missed
out on the grandfathering by one year). The exam was challenging, but the end result was well worth the effort.
The CMRP is beginning to gain some traction. Clients –
some but certainly not all – are beginning to ask for CMRPs
to work on their projects, and suppliers are beginning to look
for the CMRP designation when making hiring decisions.
Over the next two years, I would like to see these trends
become more and more apparent.
As Marty Goldfarb used to tell me, “Marketing is a force
for change,” meaning that the dean is really a marketer. I will
be that force for change, the voice that transforms the so often
heard “What’s in it for me?” into “I’d better get my CMRP.”
The CMRP is about so much more than “me.” It’s about
our industry, our professionalism, our future. It is the way each
and every one of us says that we know what we are doing, and
it tells the world that we are keeping up to date with the latest
changes in research.
I am a firm believer in luck, and luckily I am working with a
wonderful team that includes Fergus Gamble, CMRP, the portfolio chair; Fania Borok, manager; Daniel Borok, coordinator;
and the members of the Certification Advisory Committee:
Margaret Brigley, CMRP; Alain Choiniere, CMRP; Tawnya
Crerar, CMRP; David MacDonald, CMRP; and Carol Wilson,
CMRP. I couldn’t ask for a better group of people, and we are
going to have a lot of fun these next few years.
So I leave you with this warning: When we next meet, be
it at a conference, a meeting or a street corner, I will ask you
either when you are going to be writing the exam or what you
are doing to promote the CMRP.
Stephen Popiel, PhD, CMRP, is manager of Marketing Research
for TD Bank, America’s Most Convenient Bank. His career in
marketing research spans more than twenty years and includes
work for Environics, Goldfarb Consultants, Millward Brown,
Synovate and Hotspex. Stephen is an active volunteer leader within MRIA, serving as the newly-appointed dean of the Institute for
Professional Development, and as the chair of Publications (since
2009). He can be reached at [email protected]
vue April 2012
31
P ROFESSIONAL D E VE LO PME NT
MRIA INSTITUTE FOR PROFESSIONAL DEVELOPMENT
INSTITUT DE DÉVELOPPEMENT PROFESSIONNEL DE L’ARIM
Congratulations to the New CMRPs of 2012!
Félicitations aux nouveaux PARM de 2012!
MRIA extends hearty congratulations to the following members who have earned the coveted Certified Marketing
Research Professional (CMRP) designation by writing and passing this year’s winter sitting of the
Comprehensive Marketing Research Exam
(CMRE) / L’ARIM félicite chaleureusement les membres suivants qui ont reçu la désignation convoitée de
professionnel agréé en recherche marketing (PARM) après avoir réussi l’examen écrit d’accréditation
en recherche marketing (EARM) lors de la séance d’hiver cette année :
Jillian Barber
Sharon Broughton
Ava Clark
Donya Germain
Kathy Hopkinson
Kira Murdock
Scott Patton
Nancy Radman
Jhumur Saha Choudhury
Margaret Tso
Research Associate
Manager Brand Development & Guest Insights
Marketing Research Manager
Director of Consumer Research
Consumer Research Manager
Research Manager
Sr. Business Analyst
Research Analyst
Research Manager
Consumer Research Analyst
Environics Research Group Limited
Suncor Energy
Canada Post Corporation
ACCE International
ACCE International
Teletoon Canada Inc.
Manitoba Public Insurance
Tourism British Columbia
ECO Canada
Cadillac Fairview Corporation Ltd.
Toronto
Mississauga
Ottawa
Mississauga
Mississauga
Toronto
Winnipeg
Vancouver
Calgary
Toronto
For more information on attaining the CMRP designation and for a complete list of all MRIA CMRPs, visit
www.mria-arim.ca/AWARDS/CMRPDefinition.asp
Pour obtenir plus de renseignements sur la désignation de PARM et pour obtenir une liste
complète de tous les PARM de l’ARIM, visitez le site www.mria-arim.ca/AWARDSFRE/CMRPDefinition.asp
32
vue April 2012
P ROFE SS IONAL DE VELO PMEN T
GET YOUR CMRP DESIGNATION!
The CMRP (Certified Marketing Research Professional) designation signifies a high level of knowledge
and capability in marketing research theory and practice, and adherence to rigorous ethical standards
set out in MRIA’s Code of Conduct and Good Practice.
BY ACHIEVING A DESIGNATION YOU:
• Confirm your broad competency and mastery of theoretical and practical knowledge required to maximize value
to your organization and clients;
• Better position yourself for career advancement and greater earning power;
• Demonstrate your commitment to continued professional development and to upholding the highest level of
professional ethical standards.
The CMRP can be obtained by writing the Comprehensive Marketing Research Exam (CMRE).
The next CMRE will be held on June 29, 2012. Application deadline: June 1, 2012. Apply now!
CMRE PREP WORKSHOP: PREPARE FOR THE EXAM!
A Prep Workshop is available for those who want to brush up on material and on exam techniques, to prepare for
the CMRE. This two-day CMRE Prep Workshop will be offered in Toronto on June 14-15, 2012 and in St. John’s, Nfld.
on May 29-30, 2012. The enrolment to this unique Workshop is limited to 15 registrants per workshop, so don’t delay
and reserve your seat TODAY.
102-ETHICAL ISSUES AND PRIVACY
IN MARKETING RESEARCH
This course introduces participants to the key ethical concerns in the management of
the research process. The course focuses on the responsibility of researchers to the
public, users of marketing research, clients, and suppliers. This is a mandatory course
for all CMRE writers, with the exception of RAP and MBIR graduates. This course will be
offered in Halifax on April 25 and in Toronto on May 28. Register early and save $100!
MRIA Institute for
Professional Development
For more information on the CMRE, please visit: www.mria-arim.ca/EDUCATION/CMRE.asp
or contact us at [email protected]
vue April 2012
33
COLUMNISTS
INNOVATION AND CREATIVITY
Collaboration and Improvisation
Margaret Imai-Compton, CMRP
RD Centre for Learning
It may seem curious to link Charles Darwin, the legendary
naturalist, with the innovation principles and systems that we
use today. Over 150 years ago, he said, “In the long history of
humankind (and animalkind, too), those who learned to collaborate and improvise most effectively have prevailed.”
Creative collaboration is one of the most powerful principles in successful innovations – and yet, do we in fact collaborate? Our society makes it possible for us to live and work in
groups but, for the most part, we keep to ourselves.
When you play Lone Ranger, you limit yourself and
your creative potential. So look for ways to participate in
joint projects; seek trusted friends, mentors and colleagues
from whom to solicit ideas; and ask them to act as sounding
boards for your ideas.
The other idea that Darwin suggested is improvisation.
Instead of taking inventory of what you have, in order to see
what you can build, turn the tables around and first decide
what you need to build; then see how you can adapt your
resources to get the job done.
The reality is that, whatever you set out to do, there will
always be parts of it that are unknown or unplanned; so
collaborate with someone who does know, who has the skill
set to get you unstuck. Or improvise with someone who’s
creative; even if the method is unconventional, the results may
surprise and delight.
34
vue April 2012
Darwin said that collaboration and improvisation guide
the path to survival. What’s more, in a creative context,
collaboration and improvisation are more than just dynamic
processes; they might even be fun.
CSRC
I’m Ready for Innovation – Impress Me!
Kristian Gravelle
Kraft Canada
It doesn’t matter how hard you try: You will not be able to put
a square peg into a round hole.
I recently had the privilege of participating as a panellist
at two conferences: the Toronto chapter conference of the
American Marketing Association (AMA), and MRIA’s fullday Qualitative Research Division (QRD) conference. They
each catered to a different audience: the AMA was geared toward marketers, while the QRD was predominantly attended
by qualitative suppliers. Nevertheless, there was a common
theme – innovative tools and techniques in research – and
there was excitement in both.
While excitement behind innovation is great, sometimes a
focus group is still the best tool. The question is “How do you
know what to use and when?”
Unfortunately, the answer is not all black and white. However, here are some thought starters:
Organizations that tend to be more conservative in their approaches will take more time to be wooed with cutting-edge
innovation.
COLUMN I STS
When dealing with consumers who have an affinity to the
online–social media realm, technological tools will be best.
If you need to cover large geographies or work in categories
with low incidences, net-based tools work very well.
If you have flexibility with your timelines and are investigating
strategic thinking, face-to-face engagement will yield best results.
In any case, the success of your projects will be determined by an open and honest discussion with your internal stakeholders and your research suppliers. If you are a
supplier, providing case studies that explain a methodology
is always appreciated, especially when collaborating with
risk-averse organizations.
QUALITAS
Is It Bad to Have Too Much Fun?
Caroline Freakes
Ipsos Reid UU - Qualitative
There is concern that a qualitative discussion that is too much
fun for respondents can influence response, say, towards a
concept or product idea. But is this concern legitimate?
Before we answer this question, think about a time when
you were in a meeting where, maybe, some difficult or less
than exciting issues were being discussed. Was it easy to open
up when the energy in the room felt flat, or you felt that
you were being judged, or you were nervous about what you
wanted to say? No, it wasn’t.
However, adding a little laughter to a situation can ease it,
helping everyone to feel more relaxed, open and engaged –
with the topic and with each other. And it can help you think
more objectively about both positive and negative issues, leading to a richer and more productive discussion.
The same is also true in a qualitative discussion. Taking a
discussion about a potentially dull, serious or dry subject and
making it fun can help respondents open up, relax, and share
their true, underlying feelings. Doing so also helps engage
respondents rather than readily turn them off.
Take finance as an example. This is a personal issue for
many, but it can also be considered a little dry and confusing,
especially given the complexity of the jargon. Yet, by introducing techniques such as role-playing or wacky hats, you can
help respondents really engage with the topic and open up on
a new, refreshing level.
Warning: It is true that a session that is too much fun can
become silly or even provide permission for excessive negativity. This potential needs to be carefully managed; but any
experienced moderator knows just how to do so.
So, can a group be too much fun?
Yes, it can. But leveraging fun to really engage respondents
can result in refreshing insight and a great night for all.
THE COURT OF PUBLIC OPINION
Dare to Repair
Ruth M. Corbin, CMRP
CorbinPartners Inc.
Vue’s “Dare to Compare” series over the past several months
offered case study examples of ways to avoid the landmines
surrounding comparative advertising.
Rafe Engle, outside legal counsel to Advertising Standards
Canada (ASC), offered a much appreciated comment on part
one of the series. In that article, “puffery” was described as a
possible defence to a competitor’s claim that your ad’s comparison is unfair or untrue.
Rafe’s concern was that the article’s unlimited reference
to puffery might leave the impression that the Canadian
and American interpretations of and position on puffery are
identical.
Certain American courts have found that puffery is an acceptable defence if the ad does not create a misleading general
impression. Acceptance in Canada of the puffery defence is
neither universal nor categorical.
In a recent ASC seminar, puffery was described as “a
general claim of superiority over comparable products that is
so vague it can be understood as nothing more than a mere
expression of opinion, or an exaggerated, blustering, and
boasting statement upon which no reasonable buyer would be
justified in relying.”
It sounds like an innocent enough basis for creative advertising. But applying that standard to a real-life advertising
dispute can prove more complicated than the simple words
suggest.
On another matter, Rafe thought it worth keeping in mind
that research which supports competitive claims has a shelf
life. The comparative claim should remain as defensible during the course of the ad campaign as it was when the research
was conducted.
“Since research is, in effect, a snapshot, a time capsule,”
Rafe observed, “what may have been the case when the
research was conducted may become outdated – or irrelevant – when comparative claims supported by the research
are publicized in advertising. The compared-to products may
have been reformulated or redesigned. The competitive environment may have changed materially.”
vue April 2012
35
COLUM N ISTS
And as for using the word new to grab attention, the shelf
life for new in today’s market may arguably be shorter than
the conventional wisdom of a twelve-month window.
Thank you Rafe.
Comments or requests for future column topics are
always welcome. Please email [email protected]
STANDARDS
MRIA Adopts ICC/ESOMAR Code
Donald Williams
NADbank
In 2008, MRIA’s national board of directors approved the
endorsement of the International Chamber of Commerce/
ESOMAR Code on Market and Social Research. And in
October 2011, it voted to move to the next step, which would
lead to the adoption of that code. The MRIA board acknowledged that the pace of change in the marketing research
environment would require frequent and relevant updates to
marketing research standards.
The MRIA Standards Committee is currently conducting
a concordance review of the ICC/ESOMAR code of conduct
versus the existing MRIA code. The committee will create an
addendum that includes standards and guidelines unique to
the Canadian marketing research environment.
Global Updates
In January 2012, a new global trade association, Mobile
Marketing Research Association (MMRA) was launched. The
main objective of this association is to develop professional
standards and ethics related to the use of mobile devices for
marketing research. For more information, visit www.mmraglobal.org
In December 2011, the European Pharmaceutical Market
Research Association (EphMRA) revised its code of conduct
to reflect the proposed ESOMAR definition of social media.
Over the past few years, the number of EphMRA members
using social media has increased significantly. The revised
definition of social media brings the association in line with
other marketing research associations.
In January 2012, the European Commission (the executive
body of the European Union) announced its decision to move
ahead with comprehensive reform of the EU’s existing data
protection rules. These rules would strengthen online privacy
rights. While not directly tied to the marketing research
industry, the new rules could potentially impact new data collection techniques.
36
vue April 2012
BRAVE NEW WORLD
Making Sense of the Online Consumer
Corrine Sandler
Fresh Intelligence Research Corp.
Universal interconnectivity means that everything in life
is inextricably connected. And this interconnectivity has
dramatically changed the consumer shopping experience.
Today, consumers are connected to numerous social networks
24-7 via multiple media, and they use these platforms to talk,
research, buy, and stay informed, as well as to report on and
entertain themselves.
As mobile Internet penetration continues to grow, shoppers are becoming accustomed to a culture of real time, of
instant feedback and advice. No corporate claim is left unverified, no offer unexamined, no product purchased without
first comparing competitive claims: the Internet is the zero
moment of truth.
The trick for researchers is to make sense of all this online
chatter in order to draw conclusive insights. Google+ and
Facebook are already inviting their users to categorize contacts
into various circles or lists – a trend that makes us wonder
when product reviews and other content will be streamed so
that individuals see only the views of their most trusted contacts, or else the views of those who match their own demographic profiles – a feature that will aid in unearthing valuable
insights from this space.
Complementing social media findings with traditional
marketing research will enhance our level of understanding
about the way consumers feel about products and brands.
Take continuous tracking, for example. Overlaying the traditional tracking method with social media listening promises
to yield deeper insight into the relationship between social
campaigns and ad spend, on the one hand, and brand usage
and preference, on the other.
Constant connectivity is revolutionizing the way we shop
for products one click at a time. Hence, researchers need to
welcome social media analytics into their tool box so that they
can deliver the most accurate and real-time insights possible.
The escalating use of social media is an important technological trend that has big implications for how researchers
(and people in general) communicate and collaborate with
respect to various products, services and brands. Researchers
have a huge amount to gain from engaging with social media
in various aspects of their work.
!
faits
drôles
Le magazine Vue a besoin de votre aide.
Nous cherchons toujours des façons de
rendre Vue plus intéressant et pertinent pour
les membres, et nous désirons que vous
participiez à l’idée ci-dessus :
Nous songeons à lancer la nouvelle chronique
« Faits drôles » qui sera publiée chaque mois
dans Vue et nous avons besoin de votre aide
pour remplir la page.
La chronique comprendrait plusieurs faits drôles brefs sur les Canadiens provenant de recherchessondages et c’est là que nous avons besoin de votre aide. Accepteriez-vous de poser quelques
courtes questions pointues, à votre choix, que nous pourrions inclure dans la page chaque mois?
Il peut s’agir de n’importe quel type de « fait drôle » tel que la différence dans l’utilisation du PVR
entre un chat et un chien ou le nombre de personnes qui croient au lapin de Pâques.
Nous demandons à toutes les entreprises qui effectuent une recherche auprès de panels et/ou
multi-intérêts de poser des questions du genre pour que, idéalement, vous n’ayez à inclure qu’une
question par numéro. Nous ferions référence à votre entreprise dans l’article (pas plus de 100
mots) pour qu’en plus d’aider Vue, vous ayez droit à un peu de RP gratuites en échange.
Les thèmes rédactionnels de 2012 sont résumés dans le calendrier ci-dessous contenant la date de
tombée de votre « Fait drôle ».
janvier / février RECHERCHE PAR APPAREIL MOBILE | 3 janvier
mars ENTREPRENEURIAT | 3 février
avril FINANCES | 2 mars
mai LA CONFÉRENCE NATIONALE | 3 avril
juin MÉDIA ET JOURNALISME | 3 mai
juillet / août TOURISME | 4 juin
septembre ÉDUCATION | 3 août
octobre GOUVERNEMENT ET DIVERSITÉ | 3 septembre
novembre IMAGE DE MARQUE ET PUBLICITÉ | 3 octobre
décembre LE FUTUR – PERSPECTIVES D’AVENIR | 2 novembre
Cependant, vos questions n’ont pas besoin d’être reliées au contenu rédactionnel du numéro.
Si vous avez des questions au sujet de cette initiative ou désirez en discuter, n’hésitez pas à m’appeler
(416) 271 8454) ou à m’envoyer un courriel ([email protected]).
Merci d’avance d’avoir pris ce message en considération et d’aider le magazine Vue, le magazine de l’ARIM.
Cordialement,
Stephen Popiel Ph.D. PARM
Président, Publications
voix : (416) 271-8454 | courriel : [email protected]
vue April 2012
37
!
fun
facts
Vue magazine needs your help. We are
always looking for ways to make Vue more
interesting and relevant to members and
want your input on the following idea:
We are considering starting a new
“Fun Facts” column in Vue each month
and need your help filling the page.
This column would include a number of short, fun facts about Canadians coming from survey
research, and this is where your help is required. Would you be willing to run a few short,
snappy questions, entirely of your choosing, that we could include in the page each month?
This could be any type of fun fact, such as the difference in PVR usage between cat and dog
owners or the number of people who believe in the Easter bunny.
We are asking all companies with a panel and/or complete syndicated research to do this,
so ideally you would only have to include one question per issue. Your company would be
referenced in the write-up (no more than 100 words) so, in addition to helping out Vue, you
would be getting a bit of free PR in the deal.
The 2012 editorial calendar is summarized below, along with the date by which your fun fact has
to be submitted.
January / February MOBILE RESEARCH | January 3
March ENTREPRENEURSHIP | February 3
April FINANCIAL | March 2
May THE CONFERENCE ISSUE | April 3
June MEDIA AND JOURNALISM | May 3
July / August TOURISM | June 4
September EDUCATION | August 3
October GOVERNMENT AND DIVERSITY | September 3
November BRANDING AND ADVERTISING | October 3
December THE FUTURE – LOOKING AHEAD | November 2
Your questions, however, do not have to be related to the editorial content of the issue.
If you have any questions about this initiative or wish to discuss further, please do not hesitate to
call me (416) 271 8454) or email me ([email protected]).
Thanks in advance for considering this and helping out Vue magazine, the magazine of the MRIA.
All the best,
Stephen Popiel Ph.D. CMRP
Chair, Publications MRIA
voice: (416) 271-8454 | email: [email protected]
vue April 2012
38
TIMELESS
PAPERLESS
VIRTUALLY
MEDIA KIT AVAILABLE FOR DOWNLOAD AT
WWW.MRIA-ARIM.CA/ADVERTISING/PDF/VUE-ADGUIDEENG.PDF
With Vue magazine, now available
both in print and online versions, you
have more options and greater
flexibility to read those articles that
matter most to your business and to
your career. View a sample at
www.mria-arim.ca/Archive/
VueFlipBookArchive.asp
Opting out of receiving the print
version of Vue is the right thing to do
on many levels – go to MRIA’s portal,
under Membership and opt out today.
www.mriaportal-arimportail.ca