Some cool tools for your research tool kit

1
Some cool tools for your research tool kit

• Presented to
• Market Research Exchange of Central Ohio
• Presented by
• Rob Klein, president
• Klein Partners, Inc.
• November 20, 2008

2
Todays tools

• Qualitative and Quantitative reporting
• Perceptual mapping
• Exception scoring
• CHAID
• Leadership Index
• The preference question
• Market barriers
• Bubble charts
• PLS modeling
• Miscellaneous tools

3
Some reporting tips...
4
Reporting the findings

• What should every report address? (What3)
• What did the data say?
• What does it mean to us?
• What do we do about it?

5
Example Using this report
The Introduction provides background to the
reader on why and how the study was conducted, as
well as an introduction to key elements of brand
management.
This report is organized into various levels of
detail and format depending on the readers
preference for reviewing information.
Intro
The Executive Summary provides key insights from
the data and provides recommendations for next
steps without all the background data. What
happened, why do we care, what do we do about it?
Executive Summary
The Chapter Summary provides detailed summary on
that topic in written form for those who prefer
text over pictures.
Detailed Findings charts and tables for each
chapter present the key information in visual
format and can be used in making presentations
with minimal to no modifications.
6
How do we report this to others?

• Quantitative reporting
• Since this research design is projectible to the
  entire target population, report the findings as
  x of consumers or x of patients are aware
  of our new facility...
• Do NOT report that x of respondents...
• Use present tense x of consumers feel, say,
  believe, etc.
• Round s dont report 34.4 - its 34 (the .4
  is way too much precision for what were doing)

7
How do we report this to others?

• Qualitative reporting
• Since this research design is NOT representative
  nor projectible to the target population, report
  findings as
• None, few, some, several, all participants (or
  respondents) in these groups
• Or you can use some of these consumers (keep
  reference to the group not the population)
• Report in past tense since the group already took
  place and its not projectible

8
Supporting charts a few examples
9
Supporting charts a few examples
10
Supporting Charts a few examples
11
Perceptual mapping and exception scoring
12
Image attribute battery wording

• Q Next, I'm going to read several statements that
  could be used to describe area hospitals. From
  EVERYTHING you know about area hospitals, whether
  through direct experience or from things you may
  have heard or read, please tell me which area
  hospital is BEST associated with each statement,
  OR tell me if you think area hospitals are pretty
  much the same to you. Let's start with the
  hospital that is known for.../Next
• Maintenance Factors vs. Marketing Factors
• All the same and Don't know
• Some are better than others
• Preferred Hospital Factors
• picking their preferred hospital in total
• Competitive Position Factors
• picking their individual preferred hospital

13
(No Transcript)
14
Brand Position Opportunities
Influential Maintenance Factors
Influential Marketing Factors
Preferred Hospital Factors
Non-influential Maintenance Factors
Non-influential Marketing Factors
Maintenance/Marketing Factors
15
Hospital A Brand SWOT
Competitive Strengths
Competitive Weaknesses
Preferred Hospital Factors
Competitive Threats
Competitive Opportunities
Hospital A Competitive Position Factors
16
Interpreting perceptual maps

• The following charts are called perceptual maps.
  They represent the data in the brand image
  associations section in a visual map in
  two-dimensional space. They are a graphical way
  to present the data in the tables.
• Important note on interpreting the two perceptual
  maps
• The Relative Strategic Positioning Map shows
  where each hospital lies perceptually in
  relationship to each attribute in a relative
  manner. That is, any attribute on which a
  hospital stands out (whether it has the largest
  share or not) within the scores for that hospital
  the closer it is to that hospital. This map
  disregards absolute percentage scores allowing
  smaller hospitals to be plotted with larger
  hospitals. The color circles represent
  attributes that are relatively more associated
  with one or more hospitals.
• The Absolute Strategic Positioning Map uses the
  actual percentage scores for each hospital to
  plot absolute leaders on the attributes. The
  bigger the hospital in terms of its attribute
  association score, the closer it is associated
  with that attribute. Note that on this map, a
  perpendicular line is drawn from the hospital to
  the attribute vector (line). Then the farther
  out on the vector that hospital is at the
  perpendicular intersection point, the more
  associated in an absolute sense the hospital is
  with that attribute.
• For both maps, it is important to note that they
  are NOT quadrant charts. Therefore, whether a
  hospital and/or attribute is in the upper right
  or lower left area of the map, it doesnt matter.
  What matters is the proximity of attributes and
  hospitals as well as the distance from the center
  of the map. Attributes or hospitals closer to
  the center of the map (i.e., the in the middle)
  lack differentiation. Also, maps that explain
  most of the variance in the data in the first two
  axes (i.e., X and Y), have a combined percent
  explained of at least 75. Both our maps have a
  two dimensional variance explained in the 90s.
• Software source BrandMap www.wrcresearch.com

17
Relative strategic positioning map
Best at informing consumers about possible side
effects of new drugs and treatments (Q29)
Don't know
Having the expertise to correctly diagnose and
treat complex medical problems (Q18)
Providing the latest health and medical
information to consumers (Q16)
Hospital C
Known for being a place where patients benefit
from the latest medical advances (Q25)
Offering health classes, health screenings, and
health education materials to consumers (Q23)
Provides information that makes it easier for
patients to manage their own care (Q28)
Having specialists on staff (Q24)
HOSPITAL A
Known for having expert physicians (Q17)
All the same
Hospital F
Hospital B
Known for continuously striving to advance the
practice of medicine through new technologies and
processes (Q19)
Provides the highest quality health care (Q27)
Cares about public health and social service
needs in communities/neighborhoods (Q26)
Known for good customer service (Q22)
Hospital D
Hospital E
Having attentive, caring, compassionate doctors,
nurses and other staff (Q20)
18
Absolute strategic positioning map
Strong Overall Brand Position
Known for being a place where patients benefit
from the latest medical advances (Q25)
HOSPITAL A
Having specialists on staff (Q24)
Known for having expert physicians (Q17)
Known for continuously striving to advance the
practice of medicine through new technologies and
processes (Q19)
Hospital B
Having the expertise to correctly diagnose and
treat complex medical problems (Q18)
Hospital D
Hospital C
Hospital E
Hospital F
Provides the highest quality health care (Q27)
Hospital G
Providing the latest health and medical
information to consumers (Q16)
Don't know
Having attentive, caring, compassionate doctors,
nurses and other staff (Q20)
Offering health classes, health screenings, and
health education materials to consumers (Q23)
Known for good customer service (Q22)
All the same
Provides information that makes it easier for
patients to manage their own care (Q28)
Best at informing consumers about possible side
effects of new drugs and treatments (Q29)
Open Territory
19
Interpreting exception scoring

• Exception Scoring is a technique that takes a
  simple contingency table (like our
  attribute/brand associations table) and reveals
  each brands associations that are higher than
  expected (i.e., strengths) and lower than
  expected (i.e., weaknesses) given how every other
  brand scores across each attribute. Based on a
  technique called double centering, exception
  scoring removes the marginal effects of the
  average row and average column scores to reveal
  the inner workings of the table cell data.
  Similar to Chi Square, this technique is looking
  for exceptions to expected scores.
• But this analysis does not tell us how important
  or salient an image attribute is to consumers
  only the strength of its association to a
  particular hospital.
• Software source BrandProfiler
  www.wrcresearch.com

20
Exception scoring strengths/weaknesses
-
-
-
-
21
Exception scoring hospital strengths and
weaknesses
22
CHAID(Chi-square Automatic Interaction Detection)
23
CHAID consumer segmentation
Consumers who would likely pay 15/25 to see
their doctor/specialist.
24
CHAID - employer segmentation
LEGEND Description of Variable Interested in
Plan Segment Size
25
Leadership index
26
Hospital A -- Product Line Preference Leadership
Summary
Leadership Index Hospital A/market leader or
second place hospital
27
Hospital A product line preference leadership
position
Rare medical problems/disease (Q10)
Market Leader
Cancer (Q5)
Leadership Position
Multiple medical problems (Q9)
Heart Disease (Q4)
Most preferred hospital (Q12)
Life threatening situation (Q3)
Market Follower
Children/Pediatrics (Q7)
Womens health problems (Q8)
Having a baby (Q6)
Non-life threatening preference (Q2)
Percent
Hospital A Preference Share
28
The preference question
Go to www.kleinandpartners.com and click on the
thoughts page. Then click on How to improve
the preference question article to download it.
29
Random utilization share impact on the preference
score
Self-reported most recent utilization share can
fluctuate randomly from survey to survey based on
random chance even if actual share has not
changed.
30
Preference natural vs. indexed vs. patients
Natural
Indexed
Patients
31
Overall preference based on patients and
non-patients
Percent
Market leaders reach at least a 70 score on
preference among their own patient base.
Significantly larger growth potential for
Hospital A
32
Market barriers and market forces
33
Measuring brand equity
34
Market Strength

• Patients are often very location sensitive. This
  can often be a major barrier to use. But there
  are other barriers.
• Location...Location...Location (as Ray Kroc
  always said)
• While hospitals spend money trying to build their
  brand so that people will be attracted to using
  them, location of the hospital (or its
  convenience) remains a dominant factor in
  choosing a hospital.
• It is a factor that can work for your hospital or
  one that work against your hospital ? i.e., a
  double-edged sword.

Market Strength
35
How brand and market strength interact Push/Pull
(or Yin/Yang)

• A strong brand creates interest in itself for
  initial and repeat use and it also has to make
  sure it is available for those who want to use
  it. That is why strong brands pay attention to
  the Push/Pull aspects of their brand strategy
• Pull (aka, Brand Strength) A strong brand
  creates interest in itself through its marketing
  and communication and experience efforts that
  make people want to use it (again). Essentially,
  with this strategy, consumers pull the brand
  through the distribution channel with their
  interest.
• Push (aka, Market Strength) Consumer interest
  can be undermined if the service is not readily
  available (i.e., there is some market barrier) or
  some other hurdle gets in the way of interest and
  actual behavior. For example, without a strong
  physician relationship, physicians can undermine
  a brand that consumers are interested in not
  being in key insurer networks can cause people to
  go elsewhere and having locations inconvenient
  to people can cause them to go elsewhere.
• When developing a brand strategy, both Push/Pull
  elements must be coordinated. Addressing just
  one is like a body builder exercising one arm...

36
Reputation vs. intent to use

• Q Next, I am going to read several health
  situations that could require hospital care. I
  would like you to please tell me the one hospital
  you believe has THE BEST REPUTATION for treating
  that medical situation, WHETHER OR NOT you would
  personally go there. Lets start with/Next...
• Q Now, based on your particular situation and all
  your reasons why you might actually choose to go
  to a particular hospital whether or not you felt
  it had the best reputation, if you or someone in
  your immediate household needed to be
  hospitalized tomorrow, where would you MOST
  LIKELY GO for
• -Bypass surgery for your heart and you had time
  to schedule the surgery
• -Serious heart attack that required immediate
  surgery
• -Womens OB/GYN medical situation
• -Minor emergency or urgent care
• -Major trauma such as a life threatening injury
• -Orthopedic treatment such as for an athletic
  injury, a knee or hip replacement, or hand,
  elbow, foot, or ankle surgery

37
Impact of reputation on intent to use Hospital A
And the dominant reason why people who feel
Hospital A has the best reputation for any of
these product lines but they personally would use
another hospital is... Location.
There is some serious drop off from reputation to
intent to use across these product lines.
Location clearly is the dominant brand challenge
for Hospital A one that will require a
combination of communication and facility changes.
38
How do we uncover market barriers?

• Q If you wanted to go to RESTORE HOSPITAL NAME
  FROM Qx, are there any factors such as health
  insurance restrictions, physician not admitting
  there, inconvenience of location, difficulty
  scheduling an appointment, or anything else you
  can think of, that could hinder you in using this
  hospital? 
• 1 Yes
• 2 No
• 3 Dont know
• 4 Refused 
•  
• Q IF YES ASK What would you say is the single
  biggest barrier to using RESTORE SAME HOSPITAL?
  Would you say it is?
• 1 Location of the hospital
• 2 Health insurance restrictions
• 3 Physician not admitting or recommending this
  hospital
• 4 Difficulty scheduling an appointment
• 5 or some other barrier SPECIFY
• 6 Dont know
• 7 Refused

39
Preference /- Reality Utilization
(Impact of Market Barriers on the Correlation
Between Preference and Use)
Location, location, location sometimes beats a
lack of brand strength.
Note Bubble size market share (i.e., hospital
most recently used)
40
Market forces
41
The importance of commitment
Commitment
Loyalty
Market Factor
Note Three market factors were evaluated
(Switching is a hassle, I really dont care which
hospital I use, and Its hard for me to judge
which hospital is the best at any particular
medical situation. This last market factor had
the greatest influence on both commitment and
loyalty, and was therefore included in our model.
42
Bubble charts
43
Non-life/Life threatening preference impact on
utilization
Tertiary Hospital
Blend Hospital
Primary market of this AMC
Primary market of this other community hospital
Weak Hospital
Secondary market of this community hospital
Community Hospital
Note Bubble size market share (i.e., hospital
most recently used)
44
Non-life/Life threatening preference impact on
utilization
Tertiary Hospital
Secondary market of this AMC
Blend Hospital
Primary market of this community hospital
Weak Hospital
Community Hospital
Note Bubble size market share (i.e., hospital
most recently used)
Source Klein Partners
45
PLS modeling
46
Customer acquisition model
47
Customer retention model
48
Miscellaneous charting ideas
49
Relationship with hospital
Q12 When you think of your current relationship
with Hospital, check one of the relationship
pairs below that best describes your current
relationship, good or bad, with this
hospital? Q13Check one of the relationship
pairs below that best describes how you wish your
relationship was with Hospital?
50
Biggest influencers by situation
Reason chose hospital recently 16 9 0 0 36 2 0 21
9 1 4 2 1
Brand strengths
Word of mouth
Market factors
Reality
Intentions
51
Q A

• Any questions?
• Thank you
• Rob Klein
• President
• Klein Partners, Inc.
• 412 Ashbury
• Hinsdale, IL 60521
• [phone] (office)
• [phone] (mobile)
• rob_at_kleinandpartners.com
• www.kleinandpartners.com