4 Ways Innovators Can Get the Most Out of Research

Note: This article summarizes my take on how innovators can get the most out of the research they’re involved with. It is not an article about the art and science of designing, executing and analyzing exceptional consumer and market research—I’ll leave that to my expert colleagues at Burke.

Market research plays an obvious yet essential role when it comes to advancing innovation agendas, shaping marketing activations and communicating with target audiences. Without the knowledge that well-conceived and well-executed research provides, we would be left to wander in the wilderness—hoping for the best, but most likely encountering the worst.

In my 25+ years of innovating, I’ve come to treasure relevant knowledge and data when it is present and bemoan its absence when it’s not. I’ve also learned that each of us, with our different roles, responsibilities and ways of thinking, approach research (from formulating its objectives to maximizing its business impact) with importantly different perspectives.

With that in mind, I offer the following four tips to help innovators get the most out of the market and consumer research they’re involved with.

1. Be Hypothesis-Led
Thoughtfully conceived innovation hypotheses can help shape our investigation while ensuring you get the maximum impact from the research. So, trust your thinking and intuition. Use what you know… and what you can hypothesize… to smartly fill in the blanks of what you don’t know.

For example, I once worked within a company that was convinced that the 2-in-1 product they were developing required the absolute best performance in both benefit areas, but technology wasn’t advanced enough to make that a reality. My team hypothesized that the offering didn’t necessarily have to deliver 100% performance on each benefit. We did research to define consumers’ desired levels of performance and the results proved our hypothesis was correct. This opened a bigger window for technology consideration and, after decades of stalled progress, the new product was launched, becoming an IRI Pacesetter and doing over $250 million in year-one sales.

2. Bust Some Myths
Is research really any good if it doesn’t shake things up a bit? Take the time to understand what organizational myths might be getting in the way of your innovation program, then use research to confirm or refute them. Afterall, a seemingly ingrained myth is only an innovation barrier if we let it be.

For example, I once worked with a fabric care brand that enjoyed years of marketplace dominance based on the promise of superior stain removal. The laser-like focus on stain removal permeated the entire culture of the organization, with many believing that this was the only issue consumers would ever care about. (Can you sense a real-life myth at work?) When the brand began experiencing steadily decreasing household penetration, the team couldn’t understand why. Inquisitive folks used smart research to show that consumer needs had moved on, and that stain removal was much less relevant than before. This convinced the brand to pivot and launch new benefits on premium line extensions, achieving outstanding success in the marketplace. Myth busted. New value created.

3. Leverage Research to Unify Teams
Ever been part of endless discussions where different stakeholders are expressing their opinions with absolutely no consensus on how to best move forward? The best organizations use research as an important tool to collaborate, strengthen relationships and reach agreement.

For example, corporate may ask local markets for input on objectives and key questions, helping them to feel a sense of ownership in the project. When everyone owns the research, then everyone owns the outcomes—which alleviates stress and unifies teams.

4. End With a Bang
Put as much energy (if not more) into selling the research outcomes as you do to the upfront design. Bust some myths—and replace them with research-backed truths that will serve as critical innovation compass points moving forward. (Nothing works against falsehoods or positional power and influence better than a little data—and as A.G. Lafley, former Procter & Gamble CEO, would say, “bringing the consumer to the table.”) Generate excitement for the learnings—and the promising opportunities they have illuminated. Create actionable steps forward, so all parties involved can clearly see beneficial actions they can take and the progress they will generate.

Want to learn more? Feel free to reach out to talk about how Burke and Seed can help you with any of your research or innovation efforts.

Happy innovating!

Edited by Adam Siegel. In addition to being the Editor of The Accelerator, Adam is a Senior Strategist at Seed Strategy where he draws upon his diverse experience in advertising, research, brand management, new product development and copywriting to help clients craft breakthrough innovation and brand strategy.

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