Research
2006-07-25
Research: How do you know what you know? (Tips)
Tips, Tricks & Tools for Inexpensive Market Research
We discussed the why’s and the what’s in the last set of posts, but let’s get you started with some “how’s” this time. Here are a few tools, sites and resources to ponder in your quest for market knowledge and stakeholder feedback.
Online Survey Tools
- QuestionPro
- Zoomerang
- DatStat
- Survey Monkey
Focus Group Tools & Resources
- Artafact (web-based focus group technologies)
- NetFocus (web-based focus group technologies)
- Fieldstone Alliance Nonprofit Guide to Conducting Successful Focus Groups (publication)
Web Meeting & Online Collaboration Tools
- Live Meeting
- WebEx
- Convio
- Confluence
- Skype
- Blogger
- MySpace
Resources for Conducting Research on Other Non-profit Organizations
- Charity Navigator
- GuideStar
- IdeaList
- Foundation Center
Generalized Data Sources & Further Tips on Market Research for Non-Profit Organizations & Social Entrepreneurs
- Waltman’s Donor Series
- Non-profit Times
- Chronicle of Philanthropy
- Stanford Social Innovation Review
- Capaciteria
###
Diana L. Reid, Conscious Communications
We discussed the why’s and the what’s in the last set of posts, but let’s get you started with some “how’s” this time. Here are a few tools, sites and resources to ponder in your quest for market knowledge and stakeholder feedback.
Online Survey Tools
- QuestionPro
- Zoomerang
- DatStat
- Survey Monkey
Focus Group Tools & Resources
- Artafact (web-based focus group technologies)
- NetFocus (web-based focus group technologies)
- Fieldstone Alliance Nonprofit Guide to Conducting Successful Focus Groups (publication)
Web Meeting & Online Collaboration Tools
- Live Meeting
- WebEx
- Convio
- Confluence
- Skype
- Blogger
- MySpace
Resources for Conducting Research on Other Non-profit Organizations
- Charity Navigator
- GuideStar
- IdeaList
- Foundation Center
Generalized Data Sources & Further Tips on Market Research for Non-Profit Organizations & Social Entrepreneurs
- Waltman’s Donor Series
- Non-profit Times
- Chronicle of Philanthropy
- Stanford Social Innovation Review
- Capaciteria
###
Diana L. Reid, Conscious Communications
2006-07-18
Research: How do you know what you know? (5/5)
Information vs. Statistics
You may have noticed that we didn’t go into statistical analysis and rigorous quantitative data collection here. That isn’t because this type of data isn’t necessary; but because it can be quite costly – both in terms of time and dollars. And, because in many circumstances, you may be able to tap into existing sources of quantitative data that won’t require you to “recreate the wheel.”
(That said, if you are truly embarking upon an area that has not yet been studied or measured, you will absolutely want to jump into the numbers and muck around pretty extensively. Consider partnering with a university, securing a government or foundation grant, or shopping for pro-bono research firms to help you design, implement and analyze a primary research study to get the detailed information and analysis you need).
The larger focus of this column should serve as a reminder to you that when it comes to marketing and telling your story, going on intuition isn’t always your best option.
Stopping and taking stock, testing theories, devising creative ways to garner input and getting friendly (and occasionally, not so friendly) feedback can help you continue to improve, focus and succeed.
Just because you are a social entrepreneur doesn’t mean you have to go on heart and gut alone!
###
Diana L. Reid, Conscious Communications
You may have noticed that we didn’t go into statistical analysis and rigorous quantitative data collection here. That isn’t because this type of data isn’t necessary; but because it can be quite costly – both in terms of time and dollars. And, because in many circumstances, you may be able to tap into existing sources of quantitative data that won’t require you to “recreate the wheel.”
(That said, if you are truly embarking upon an area that has not yet been studied or measured, you will absolutely want to jump into the numbers and muck around pretty extensively. Consider partnering with a university, securing a government or foundation grant, or shopping for pro-bono research firms to help you design, implement and analyze a primary research study to get the detailed information and analysis you need).
The larger focus of this column should serve as a reminder to you that when it comes to marketing and telling your story, going on intuition isn’t always your best option.
Stopping and taking stock, testing theories, devising creative ways to garner input and getting friendly (and occasionally, not so friendly) feedback can help you continue to improve, focus and succeed.
Just because you are a social entrepreneur doesn’t mean you have to go on heart and gut alone!
###
Diana L. Reid, Conscious Communications
2006-07-11
Research: How do you know what you know? (4/5)
3) Industry/Sector Data Collection
If you are targeting a specific social issue or cause, it’s likely that you already have significant research on the issue from independent, credible third parties – such as government organizations, NGOs, academics and others. In establishing your organization you’ve done your homework and understand why this issue needs to be addressed, the numbers of people impacted, current (government/corporate/non-government) spending to alleviate the issue, and so on.
But, it’s also possible that the research data you’ve begged, borrowed or “leveraged” is more global in nature than is entirely useful for you – or doesn’t delve down to the level of a specific country, region or community. Here is where going out and doing some of your own research can be a tremendous advantage.
Let’s take a hypothetical example using FareStart, a Seattle-based organization that provides skills training, life skills and job placement in its quest to end homelessness in Seattle. How might FareStart assess the total number of homeless men, women, children and families in the greater Seattle region and find ways to reach out to people for their programs?
In the example above, developing city-specific metrics (especially gathering data that does not currently exist elsewhere) can help the organization strengthen its focus and target its efforts even more clearly. The new data might also shed some light on the size and scope of the issue and open new doors for funding or partnerships not previously available. And, in the process of collaborating with others to gather the data, the organization can help increase its own visibility and strengthen its image as a strategic, committed and proactive organization.
Thus, the resulting research data is oftentimes just a small part of the total benefit to the organization.
###
Diana L. Reid, Conscious Communications
If you are targeting a specific social issue or cause, it’s likely that you already have significant research on the issue from independent, credible third parties – such as government organizations, NGOs, academics and others. In establishing your organization you’ve done your homework and understand why this issue needs to be addressed, the numbers of people impacted, current (government/corporate/non-government) spending to alleviate the issue, and so on.
But, it’s also possible that the research data you’ve begged, borrowed or “leveraged” is more global in nature than is entirely useful for you – or doesn’t delve down to the level of a specific country, region or community. Here is where going out and doing some of your own research can be a tremendous advantage.
Let’s take a hypothetical example using FareStart, a Seattle-based organization that provides skills training, life skills and job placement in its quest to end homelessness in Seattle. How might FareStart assess the total number of homeless men, women, children and families in the greater Seattle region and find ways to reach out to people for their programs?
- Certainly they can tap into state and local government data, or contact the University of Washington for some of the latest research.
- They might also want to contact all of the local homeless shelters, tent cities, YMCA & YWCA, and related organizations in Seattle on a daily, weekly or monthly basis to gather a count and set up referral networks.
- Or, they might want to partner with the Seattle Police Department and/or citizen’s groups and hit the streets themselves at night with clipboards and calculators in hand to conduct an on-the-streets analysis of who’s really out there and why.
In the example above, developing city-specific metrics (especially gathering data that does not currently exist elsewhere) can help the organization strengthen its focus and target its efforts even more clearly. The new data might also shed some light on the size and scope of the issue and open new doors for funding or partnerships not previously available. And, in the process of collaborating with others to gather the data, the organization can help increase its own visibility and strengthen its image as a strategic, committed and proactive organization.
Thus, the resulting research data is oftentimes just a small part of the total benefit to the organization.
###
Diana L. Reid, Conscious Communications
2006-07-05
Research: How do you know what you know? (3/5)
2) Testing your Brand Strength & Messages
We’ve talked previously about developing a brand strategy, identifying your key stakeholders and developing a message framework, but how do you know when you’ve hit the nail on the head?
Are you messages resonating with your target stakeholders? Do they understand how to get involved and support your cause? Is your organization emotionally connecting with donors and community members? Do your key constituents understand how your organization helps them and what they need to do to get this help? Does your logo and website quickly and clearly tell your story (in a compelling and impactful way)?
Testing your messages and assumptions is critical part of the communications process.
One of the best ways to test messages and brand strength is to go straight to your target audience(s) and ask them, “What do you think?” If your audience is small and local, this is relatively easy – a focus group with existing or potential stakeholders, some phone calls or a town meeting is all it takes to gather information, brainstorm and take stock.
If your organization and/or constituents are large and far-flung, it quickly gets more difficult. Here is where Internet technology can become incredibly useful. Consider creating a web-based survey on your website or send it via email (I’ll offer a list of possible resources and providers at the end of this series) and provide a small incentive, such as a t-shirt, bumper sticker or other small item, for the completion of each survey.
Identify key individuals who represent a cross-section of your target audience(s) and host a conference call or web-based conference to ask for their input and opinions.
Have your board and your staff personally reach out to a handful of stakeholders via phone or email.
Gather expert opinions from other industry veterans and/or marketing professionals.
Use your official and unofficial (friends, family, trusted colleagues) advisory board to hone in on key perceptions.
In this type of research you are not looking for hundreds of thousands of respondents and opinions, but to obtain feedback from a select number of individuals that represent a cross-section of your entire stakeholder base. Keeping your inquiries pointed and brief, providing options for them to select from, and asking for specific feedback (e.g. “Does this statement resonate more strongly with you than the other?” “Which logo design is more compelling?” “What do you think of when you read this tagline?”) will ensure that the information you get back is useful and actionable.
###
Diana L. Reid, Conscious Communications
We’ve talked previously about developing a brand strategy, identifying your key stakeholders and developing a message framework, but how do you know when you’ve hit the nail on the head?
Are you messages resonating with your target stakeholders? Do they understand how to get involved and support your cause? Is your organization emotionally connecting with donors and community members? Do your key constituents understand how your organization helps them and what they need to do to get this help? Does your logo and website quickly and clearly tell your story (in a compelling and impactful way)?
Testing your messages and assumptions is critical part of the communications process.
One of the best ways to test messages and brand strength is to go straight to your target audience(s) and ask them, “What do you think?” If your audience is small and local, this is relatively easy – a focus group with existing or potential stakeholders, some phone calls or a town meeting is all it takes to gather information, brainstorm and take stock.
If your organization and/or constituents are large and far-flung, it quickly gets more difficult. Here is where Internet technology can become incredibly useful. Consider creating a web-based survey on your website or send it via email (I’ll offer a list of possible resources and providers at the end of this series) and provide a small incentive, such as a t-shirt, bumper sticker or other small item, for the completion of each survey.
Identify key individuals who represent a cross-section of your target audience(s) and host a conference call or web-based conference to ask for their input and opinions.
Have your board and your staff personally reach out to a handful of stakeholders via phone or email.
Gather expert opinions from other industry veterans and/or marketing professionals.
Use your official and unofficial (friends, family, trusted colleagues) advisory board to hone in on key perceptions.
In this type of research you are not looking for hundreds of thousands of respondents and opinions, but to obtain feedback from a select number of individuals that represent a cross-section of your entire stakeholder base. Keeping your inquiries pointed and brief, providing options for them to select from, and asking for specific feedback (e.g. “Does this statement resonate more strongly with you than the other?” “Which logo design is more compelling?” “What do you think of when you read this tagline?”) will ensure that the information you get back is useful and actionable.
###
Diana L. Reid, Conscious Communications
2006-06-27
Research: How do you know what you know? (2/5)
1) Understanding the Competitive Landscape
While you may believe that your organization is unique – be it your mission, your audience or your model – odds are that it isn’t entirely. With hundreds of thousands of social organizations in the world today, many are addressing similar issues and/or similar audiences. This can cause organizations to jockey for the same dollars and potentially miss out on supporters or opportunities that they need to be successful. It can also cause confusion or apathy amongst stakeholders who can’t seem to decipher the differences or decide what they want to support or engage in.
Getting the “lay of the land” competitively can be as easy as spending a few hours on the Internet, running a few Google searches to find like-minded or “like-missioned” organizations, and creating a spreadsheet or “roadmap” of who’s who.
It can also involve:
Ultimately, you want to use competitive research to double back on your own messaging and mission. Are you distinct? Can you clearly differentiate what you are doing vis-à-vis others? Can you be more precise in telling people what you offer and why it’s important?
This type of research is all about positioning and focus. If stakeholders clearly understand your mission, model and operations and see that you are doing something that
If you are not unique and the ‘market’ is crowded, the painful-yet-true odds are not good you will be around for very long -- or at the very least, you’ll find sustaining your organization may be an ongoing challenge.
###
Diana L. Reid, Conscious Communications
While you may believe that your organization is unique – be it your mission, your audience or your model – odds are that it isn’t entirely. With hundreds of thousands of social organizations in the world today, many are addressing similar issues and/or similar audiences. This can cause organizations to jockey for the same dollars and potentially miss out on supporters or opportunities that they need to be successful. It can also cause confusion or apathy amongst stakeholders who can’t seem to decipher the differences or decide what they want to support or engage in.
Getting the “lay of the land” competitively can be as easy as spending a few hours on the Internet, running a few Google searches to find like-minded or “like-missioned” organizations, and creating a spreadsheet or “roadmap” of who’s who.
It can also involve:
- talking with organizations (such as corporations or foundations) that fund your primary “competition,” and learning why they fund them over other similar organizations
- speaking to stakeholders of other similar organizations
- reviewing industry publications and media coverage
- analyzing funding and organizational data using sites like Charity Navigator or GuideStar
- poring over marketing materials and websites to learn how other organizations present themselves to the public.
Ultimately, you want to use competitive research to double back on your own messaging and mission. Are you distinct? Can you clearly differentiate what you are doing vis-à-vis others? Can you be more precise in telling people what you offer and why it’s important?
This type of research is all about positioning and focus. If stakeholders clearly understand your mission, model and operations and see that you are doing something that
- (a) addresses a critical social need
- (b) attacks the social problem in an innovative and strategic way
- (c) uses resources wisely
- (d) has wide-reaching, measurable impact,
If you are not unique and the ‘market’ is crowded, the painful-yet-true odds are not good you will be around for very long -- or at the very least, you’ll find sustaining your organization may be an ongoing challenge.
###
Diana L. Reid, Conscious Communications
2006-06-20
Research: How do you know what you know? (1/5)
Market research is often thought of as a business sector tactic; not typically something useful for non-profits or social ventures.
There are several reasons for this, and chief of these is usually cost (the best research isn’t cheap!). Other reasons for opting out of market research include an organization’s mission-driven focus (and their assumption that they know their constituents well enough already), an emphasis on providing services rather than products (hey, we’re not selling anything, right?), an aversion to anything “marketing,” and lack of people resources to conduct the research. It can also be chalked up to a lack of understanding of (or unwillingness to acknowledge) the competitive landscape surrounding the organization.
While some of the best research can indeed be costly, it doesn’t always have to be. In the long run, understanding your constituents more deeply, assessing the saliency of your mission and your messages, analyzing the latest data on your targeted social issue, and gaining in-depth knowledge of the competitive landscape in your sector (or region) can actually help you earn more money and use it more wisely.
Let’s be clear though; data for the sake of data is bad. However, targeted (qualitative or quantitative) data that helps you make informed decisions about your organization’s strategic direction – and analyze how best to use your limited resources – is good.
Let’s look at a few ways to use research (and how to get it) to your advantage.
###
Diana L. Reid, Conscious Communications
There are several reasons for this, and chief of these is usually cost (the best research isn’t cheap!). Other reasons for opting out of market research include an organization’s mission-driven focus (and their assumption that they know their constituents well enough already), an emphasis on providing services rather than products (hey, we’re not selling anything, right?), an aversion to anything “marketing,” and lack of people resources to conduct the research. It can also be chalked up to a lack of understanding of (or unwillingness to acknowledge) the competitive landscape surrounding the organization.
While some of the best research can indeed be costly, it doesn’t always have to be. In the long run, understanding your constituents more deeply, assessing the saliency of your mission and your messages, analyzing the latest data on your targeted social issue, and gaining in-depth knowledge of the competitive landscape in your sector (or region) can actually help you earn more money and use it more wisely.
Let’s be clear though; data for the sake of data is bad. However, targeted (qualitative or quantitative) data that helps you make informed decisions about your organization’s strategic direction – and analyze how best to use your limited resources – is good.
Let’s look at a few ways to use research (and how to get it) to your advantage.
###
Diana L. Reid, Conscious Communications
