Usage and Attitude Analysis

The famous U&A Study! You have read about it, you have been told to do it, you have also been told that it is the basic start point of running any marketing program. But just why is it so important, and what will it tell me that I don’t already know?

Usage and Attitude studies will take stock of your market and put strength scores for an opportunity, for you to thoroughly review your product (or service) within its marketplace so that you can understand its appeal, strengths, weaknesses and any gaps that might exist in your offerings. It will also give you insights, regarding perceptions of your brand and help you evaluate how well your product is known within the market.

A lot of time and investment is usually put behind conducting comprehensive U&A’s and for good reason. But, as we have seen time and again, more often than not, they are not comprehensive enough. Which is where we come in.

Step 1: The Instrument

  • Our experienced strategy team, headed by market research veterans, closely analyze the product/service, the target and the market to develop a comprehensive questionnaire/discussion guide. A bottom-up process is followed, wherein we put ourselves in the respondents shoes and try and pre-determine the data we will acquire.

Step 2: The Fieldwork

  • Our research partners then conduct the fieldwork, which is closely monitored by us. For qualitative studies, we monitor all group discussions in real time to catch and revise any skews that may be occurring in the study. For quantitative studies, we monitor the sample achieved on a regular basis to ensure that our sample closely resembles the population in ratio.

Step 3: The Analysis

  • – This is where “the fun starts”. There are surprises and then there are surprises. And like most research, there are the “we already knew this” data points. The wealth of data collected from the U&A can be cross-cut in many ways. For example: In a sample of 100 respondents, 50% said they use our product/service. 50% respondents stated using our competitor’s product and 70% said that the product is expensive. Using cross-cuts, we can arrive at that percentage of respondents who think the product is expensive, but still use our competitor’s product, which is priced higher than ours. This data tells us that though our pricing is optimum, consumers still prefer the competitor’s product and hence the problem lies elsewhere. Cross cuts also prove helpful when segregating between age, gender and SEC.
  • – Where possible, we link the data derived to volume/value to understand findings better and make them more tangible
  • – The analysis is probably the most critical piece, and hence it’s imperative that we squeeze out as much knowledge and derive as many insights as were possible and were meaningful from the given data.

So what kinds of data can a U&A study give us:

      1. How much do people already know about my product or service?
      2. Where are they acquiring this information from?
      3. Is this information correct?
      1. How many people are using it?
      2. Who uses it? (Who should be my target?)
      3. When do they use it? (What part of the day/week/month/year are they most susceptible to receiving information about the product?)
      4. How often do they use it?
      5. Why don’t they use it? (What are the barriers that are keeping people away from me?)
      1. Who are my closest competitors?
      2. Why are people buying them?
      3. Does my product compliment their product?
      4. Does my product supplement their product?
      1. Where do people buy my product?
      2. How often do they buy it?
      3. What else do they buy with it?
      4. Who buys it?
      1. Why do people use my product?
      2. What benefits would get them to use more of my product?

The study can give us an overview of the current situation and may identify specific challenges for the product or brand in the longer term, which will need to be addressed strategically.

The U&A hence,becomes a base against which progress and trends are tracked over time with future studies.

This is not a continuous tracking tool, rather a major review, which we would normally carry out for clients every 2 to 5 years, so that the results and recommendations can be built into the long term strategic planning process.