Market Research Quotes

On the day he unveiled the Macintosh, a reporter from Popular Science asked Jobs what type of market research he had done. Jobs responded by scoffing, "Did Alexander Graham Bell do any market research before he invented the telephone?

Some people say, "Give the customers what they want." But that's not my approach. Our job is to figure out what they're going to want before they do. I think Henry Ford once said, "If I'd asked customers what they wanted, they would have told me, 'A faster horse!'" People don't know what they want until you show it to them. That's why I never rely on market research. Our task is to read things that are not yet on the page.

The writer Umberto Eco belongs to that small class of scholars who are encyclopedic, insightful, and nondull. He is the owner of a large personal library (containing thirty thousand books), and separates visitors into two categories: those who react with “Wow! Signore, professore dottore Eco, what a library you have ! How many of these books have you read?” and the others - a very small minority - who get the point that a private library is not an ego-boosting appendage but a research tool. Read books are far less valuable than unread ones. The library should contain as much of what you don’t know as your financial means, mortgage rates and the currently tight real-estate market allows you to put there. You will accumulate more knowledge and more books as you grow older, and the growing number of unread books on the shelves will look at you menancingly. Indeed, the more you know, the larger the rows of unread books. Let us call this collection of unread books an antilibrary.

In the Bible of successful businesses, market research is the holy grail.

Another important thing to remember here is that market research is an ongoing process. Don’t just do the research before the product launch but continue doing it even after that.

Market research provides information about what new changes your competitors have made which you should too before it’s too late.

Knowing your audience well as a part of the market research will pay off with improved customer loyalty and relationship building.

A creative ad creation process involves a minimum of three professionals – a market research expert, copywriter and creative director.

Market research is not an add-on feature, it’s a necessity for business survival and business success.

In other words, market research is the swiss knife for the survival of any business.

Market research is the process by which a business gathers and studies information related to the product or service it is providing or the market it is operating in.

There is no alternative to market research.

Proper market research keeps you informed on what your competitors are doing, as well as their strengths and weaknesses.

Market research helps you understand the need of your product in the existing market and the current competition.

Incorporate market research as an integral part of your business, and you’ll not just become competitive, but also profitable.

Remember market research is like warming up. It will keep you safe from unnecessary injuries.

Incorrect results of the market research when fed to the marketing strategy and action plans produce disastrous results.

Inaccurate market research always leads to a business wipe-out.

The moment you will start considering market research as an ongoing process of your business, you will start uncovering so many hidden insights.

Market research not only helps you in gaining competitive advantage, but also helps you in being prepared to handle any testing business times.

Water: 35 liters, Carbon: 20 kg, Ammonia: 4 liters, Lime:1.5 kg, Phosphrus: 800 g, salt: 250g, saltpeter:100g, Sulfer: 80g, Fluorine: 7.5 g, iron: 5.6 g, Silicon: 3g, and 15 other elements in small quantities.... thats the total chemical makeup of the average adult body. Modern science knows all of this, but there has never been a single example of succesful human trasmutation. It's like there's some missing ingredient..... Scientists have been trying to find it for hundreds of years, pouring tons of money into research, and to this day they don't have a theory. For that matter, the elements found in a human being is all junk that you can buy in any market with a child's allowence. Humans are pretty cheaply made.

The most thoroughly and relentlessly damned, banned, excluded, condemned, forbidden, ostracized, ignored, suppressed, repressed, robbed, brutalized and defamed of all 'Damned Things' is the individual human being. The social engineers, statisticians, psychologists, sociologists, market researchers, landlords, bureaucrats, captains of industry, bankers, governors, commissars, kings and presidents are perpetually forcing this 'Damned Thing' into carefully prepared blueprints and perpetually irritated that the 'Damned Thing' will not fit into the slot assigned it. The theologians call it a sinner and try to reform it. The governor calls it a criminal and tries to punish it. The psychologist calls it a neurotic and tries to cure it. Still, the 'Damned Thing' will not fit into their slots.

Internet articles can be used to give direction to your research, but the real research will start after that. You can read The New York Times, The Washington Post, Forbes, Economic Times, or Entrepreneur as much as you want but these still can’t replace market research.

No product irrespective of how great it is can sell itself without being discovered with the power of marketing.

Demand is one of those factors which decide the fate of your business.

The change from shopping in-stores to shopping online didn’t happen overnight. It was a big cultural change which took many years.

Marketing is an investment. Don’t treat it like sales.

The purpose of data is to learn on time what is working and what is not and take any corrective actions according to that.

A good marketing plan can’t be formed in just four hours. Plans are formed on extensive research.

Launching a similar product still needs some kind of differentiation.

Word-of-mouth marketing is great. It can help you enter the market, but it cannot help you stay in the market or achieve rapid long-term growth.

If our personal lives need marketing, how can we even think that our business can go on without it?

Now death is uncool, old-fashioned. To my mind the defining characteristic of our era is spin, everything tailored to vanishing point by market research, brands and bands manufactured to precise specifications; we are so used to things transmuting into whatever we would like them to be that it comes as a profound outrage to encounter death, stubbornly unspinnable, only and immutably itself.

Even though marketing is one of the building blocks of a successful business, we should make sure that our marketing is effective and productive.

Advertising is very powerful as it brings a business out of the darkness to the light and brings your products closer to your buyers.

An advertising strategy is based on proper research which guides you in this entire process of customer acquisition with the help of ads.

Your business idea can wait but don’t enter a market without enough expertise and experience.

Footwear, apparel, accessories, cosmetics - they all belong to the ecommerce category or retail category, but they all are very different industries and require their own research.

The future of your business depends on what kind of decisions you are going to make.

The process of decision-making can become efficient and effective, if the right information is handy on time.

Perfecting a product which is not selling is a waste of time and energy.

The fear of the unknown is deadly for our personal growth as well as for the growth of our business.

A bad product may or may not succeed with marketing, but a good product will definitely never succeed without proper marketing.

Marketing needs to be ethical. Anything which is not is generally a wrong marketing technique.

The most important task of marketing is to communicate the value of your product to your audience.

While Uber was more a business-like limo car sharing, Lyft was more casual. Though with time, that distinction has become less prominent, but this definitely helped them in the starting stage.

Customers are becoming more and more concerned about the environment. They don’t want to associate themselves with any product or brand which is not working hard to protect the environment.

If you want your customers to start eating spinach flavored ice cream, your idea won’t need as much cultural change as it will if you want your customers to start taking a coffee pill in the morning instead of fresh brewed coffee. Obviously, the latter will require more efforts and more marketing.

The trouble with market research is that people don't think what they feel, they don't say what they think and they don't do what they say.

In business, its very important to do consistent market research. It's very important to understand your customers and potential customers. The more you understand them, the better you'll be able to add value to their lives, and the more they'll pay for that value. At Mayflower-Plymouth, we're here to help your business thrive in this way.

Can you guess what makes me choose other restaurants over vegan restaurants when there is a perfect match in my dietary needs and those restaurants’ offerings? It is the inability of most of the vegan restaurants to differentiate between the needs of a vegan who never had meat and a vegan who is not born as one but became one with time.

Indeed, market research has found that children often recognize a brand logo before they can recognize their own name.

A market research project starts when you have the answers to the following questions: 1. Why are you researching? 2. What are you going to do with the results?

For identifying the objective of your market research project, it is highly advisable that you should zero in on the exact information you want to collect and from who.

If you are going to use the results of market research to make a big business decision, then it’s a good idea to do quantitative research rather than qualitative.

The more numbers you know through market research, the more you will be able to cut down your business risk.

The biggest advice I can give for setting up your market research objectives is to be very clear and concise.

One market research project should have only one objective. More than one objective can affect the effectiveness of your research.

Exploratory market research is generally preferred in the early stages of a project when you are more interested in exploring a subject.

Your market research objectives need to fit into your marketing strategy. If your objectives are not supporting your marketing strategy, then it’s going to be a waste of your resources.

A market research plan should include all the essential information about your current research project. In addition, remember to keep your plan short and include only the most important information there.

To save ourselves from getting lost in this sea of data and ending up directionless, it becomes vital for every business owner to not just set up their market research objectives but also to stick to those.

A sampling plan is all about how you’re planning to gather data for your market research. It is going to include a sample of all those people who can represent your target audience and can also be easily studied.

Despite its affective packaging, the disposition to catalogue and aggregate neatly rounded-off identities is in no meaningful way radical. Not only is it evocative of nineteenth-century essentialisms, it also reproduces the mindset of the mass information industry, which, though public opinion and market research, sorts the population into the demographic equivalent of sound bites—market shares, taste communities—all in service to the corporate sales effort and management of the national political agenda.

To my mind the defining characteristic of our era is spin, everything tailored to vanishing point by market research, brands and bands manufactured to precise specifications; we are so used to things transmuting into whatever we would like them to be that it comes as a profound outrage to encounter death, stubbornly unspinnable, only and immutably itself.

Before you start anything, you need to know why you’re doing it. Then, you have to clearly convey that to your team so they also become partners in your vision.

Good decision-making is based on access to the correct information at the right time.

Having an objective for any project is highly important as we are living in a world full of data—some useful but mostly useless.

Two things happen when your objectives are too broad—you don’t achieve the right results and you lose a lot of your resources. You want to avoid both of those.

If your objectives are too broad, they can dilute your project.

Never guess anything. You will make bad business decisions if you do that. If you don’t have data on something, start a research project on that topic.

Discovering a cure for a disease is one thing, but making that cure available to everyone so it can actually be used to eradicate the problem is another thing.

Defining the time frame helps in finishing the project on time.

A well-planned budget will save you from any kind of unexpected surprises.

The more segmentation you do, the more groups will be formed and your sample size will increase in response to that.

Your current marketing plan, strategy, and research objective are also going to play an important role in defining your sample size.

Systematic sampling is like random sampling, except the members are not chosen totally randomly. You can choose members at regular intervals here.

Qualitative research is about collecting and understanding non-numerical data. It’s about how humans think, perceive, or give meaning to a thing based on various stimuli.

Before you start your research, you need to know where to look for that data.

Internal sources of information are those sources that you can find within your own organization.

Sometimes, when we need detailed information to solve a business problem, we need to gather data from external sources.

Decide your objectives and make somebody responsible to implement the results for the growth of the business.

Maybe in your personal life you can go on an unplanned trip and rejoice later for it being the best trip of all time but it might not prove the same for your business.

It can also be analyzed that even an unplanned trip has a lot of planning hidden in it.

Defining a good project is dependent on how well you can define your needs. The better you specify your requirements, the better the results of a project are going to be.

You can segment your market according to demographics, psychographics, a combination of these two, or something else. In the end, it is all going to depend on your current marketing plan.

The sample includes who are you planning to study and how many participants will be there for this study as you can’t study everyone. You will be required to further divide them into various groups.

When you send out a feedback form to your customers and they share their opinions with you, don’t just ignore them. It’s time for you to make a decision based on what your customers have just shared with you.

If you’re segmenting based on gender and your target audience is made up of all the genders, then make sure that people from all the genders form a part of your study. This way, you will get more accurate results.

If the research is done for brand awareness and the results don't show any rosy picture, then maybe you want to share those results with your marketing head who can include more brand awareness strategies in her marketing plan.

You have to spend a lot of time with your customers and competitors to know what’s going on in their lives. You don’t want to be the last one to know that your customers’ needs have changed and now they want to break up with your brand.

As it’s not feasible to research everyone in your target audience, you focus on a group of people that can represent most of the others in your market. For this, you wisely identify and obtain a sample and make sure that no group from your target market is left unrepresented.

For instance, suppose you offer somebody a choice: They can flip a coin to win $200 for heads and nothing for tails, or they can skip the toss and collect $100 immediately. Most people, researchers have found, will take the sure thing. Now alter the game: They can flip a coin to lose $200 for heads and nothing for tails, or they can skip the toss and pay $100 immediately. Most people will take the gamble. To the imagined rational man, the two games are mirror images; the choice to gamble or not should be the same in both. But to a real, irrational man, who feels differently about loss than gain, the two games are very different. The outcomes are different, and sublimely irrational.

The notion of carefully wrought bullshit involves, then, a certain inner strain. Thoughtful attention to detail requires discipline and objectivity. It entails accepting standards and limitations that forbid the indulgence of impulse or whim. It is this selflessness that, in connection with bullshit, strikes us as inapposite. But in fact it is not out of the question at all. The realms of advertising and of public relations, and the nowadays closely related realm of politics, are replete with instances of bullshit so unmitigated that they can serve among the most indisputable and classic paradigms of the concept. And in these realms there are exquisitely sophisticated craftsmen who - with the help of advanced and demanding techniques of market research, of public opinion polling, of psychological testing, and so forth - dedicate themselves tirelessly to getting every word and image they produce exactly right.

No,” said a third student. “Novartis is a public company. It’s not the boss or the board who decides. It’s the shareholders. If the board changes its priorities the shareholders will just elect a new board.” “That’s right,” I said. “It’s the shareholders who want this company to spend their money on researching rich people’s illnesses. That’s how they get a good return on their shares.” So there’s nothing wrong with the employees, the boss, or the board, then. “Now, the question is”—I looked at the student who had first suggested the face punching—“who owns the shares in these big pharmaceutical companies?” “Well, it’s the rich.” He shrugged. “No. It’s actually interesting because pharmaceutical shares are very stable. When the stock market goes up and down, or oil prices go up and down, pharma shares keep giving a pretty steady return. Many other kinds of companies’ shares follow the economy—they do better or worse as people go on spending sprees or cut back—but the cancer patients always need treatment. So who owns the shares in these stable companies?” My young audience looked back at me, their faces like one big question mark. “It’s retirement funds.” Silence. “So maybe I don’t have to do any punching, because I will not meet the shareholders. But you will. This weekend, go visit your grandma and punch her in the face. If you feel you need someone to blame and punish, it’s the seniors and their greedy need for stable stocks.

In the market economy the consumers are supreme. Consumers determine, by their buying or abstention from buying, what should be produced, by whom and how, of what quality and in what quantity. The entrepreneurs, capitalists, and landowners who fail to satisfy in the best possible and cheapest way the most urgent of the not yet satisfied wishes of the consumers are forced to go out of business and forfeit their preferred position. In business offices and in laboratories the keenest minds are busy fructifying the most complex achievements of scientific research for the production of ever better implements and gadgets for people who have no inkling of the scientific theories that make the fabrication of such things possible. The bigger an enterprise is, the more it is forced to adjust its production activities to the changing whims and fancies of the masses, its masters. The fundamental principle of capitalism is mass production to supply the masses. It is the patronage of the masses that makes enterprises grow into bigness. The common man is supreme in the market economy. He is the customer “who is always right.

Some of his [Chester Bowles's] friends thought that his entire political career reflected his background, that he truly believed in the idea of the Republic, with an expanded town-hall concept of politics, of political leaders consulting with their constituency, hearing them out, reasoning with them, coming to terms with them, government old-fashioned and unmanipulative. Such governments truly had to reflect their constituencies. It was his view not just of America, but of the whole world. Bowles was fascinated by the political process in which people of various countries expressed themselves politically instead of following orders imposed by an imperious leadership. In a modern world where most politicians tended to see the world divided in a death struggle between Communism and free-world democracies, it was an old-fashioned view of politics; it meant that Bowles was less likely to judge a country on whether or not it was Communist, but on whether or not its government seemed to reflect genuine indigenous feeling. (If he was critical of the Soviet leadership, he was more sympathetic to Communist governments in the underdeveloped world.) He was less impressed by the form of a government than by his own impression of its sense of legitimacy. ... He did not particularly value money (indeed, he was ill at ease with it), he did not share the usual political ideas of the rich, and he was extremely aware of the hardships with which most Americans lived. Instead of hiring highly paid consultants and pollsters to conduct market research, Bowles did his own canvassing, going from door to door to hundreds of middle- and lower-class homes. That became a crucial part of his education; his theoretical liberalism became reinforced by what he learned about people’s lives during the Depression.

While making money was good, having meaningful work and meaningful relationships was far better. To me, meaningful work is being on a mission I become engrossed in, and meaningful relationships are those I have with people I care deeply about and who care deeply about me. Think about it: It’s senseless to have making money as your goal as money has no intrinsic value—its value comes from what it can buy, and it can’t buy everything. It’s smarter to start with what you really want, which are your real goals, and then work back to what you need to attain them. Money will be one of the things you need, but it’s not the only one and certainly not the most important one once you get past having the amount you need to get what you really want. When thinking about the things you really want, it pays to think of their relative values so you weigh them properly. In my case, I wanted meaningful work and meaningful relationships equally, and I valued money less—as long as I had enough to take care of my basic needs. In thinking about the relative importance of great relationships and money, it was clear that relationships were more important because there is no amount of money I would take in exchange for a meaningful relationship, because there is nothing I could buy with that money that would be more valuable. So, for me, meaningful work and meaningful relationships were and still are my primary goals and everything I did was for them. Making money was an incidental consequence of that. In the late 1970s, I began sending my observations about the markets to clients via telex. The genesis of these Daily Observations (“ Grains and Oilseeds,” “Livestock and Meats,” “Economy and Financial Markets”) was pretty simple: While our primary business was in managing risk exposures, our clients also called to pick my brain about the markets. Taking those calls became time-consuming, so I decided it would be more efficient to write down my thoughts every day so others could understand my logic and help improve it. It was a good discipline since it forced me to research and reflect every day. It also became a key channel of communication for our business. Today, almost forty years and ten thousand publications later, our Daily Observations are read, reflected on, and argued about by clients and policymakers around the world. I’m still writing them, along with others at Bridgewater, and expect to continue to write them until people don’t care to read them or I die.

Over the years I have read many, many books about the future, my ‘we’re all doomed’ books, as Connie liked to call them. ‘All the books you read are either about how grim the past was or how gruesome the future will be. It might not be that way, Douglas. Things might turn out all right.’ But these were well-researched, plausible studies, their conclusions highly persuasive, and I could become quite voluble on the subject. Take, for instance, the fate of the middle-class, into which Albie and I were born and to which Connie now belongs, albeit with some protest. In book after book I read that the middle-class are doomed. Globalisation and technology have already cut a swathe through previously secure professions, and 3D printing technology will soon wipe out the last of the manufacturing industries. The internet won’t replace those jobs, and what place for the middle-classes if twelve people can run a giant corporation? I’m no communist firebrand, but even the most rabid free-marketeer would concede that market-forces capitalism, instead of spreading wealth and security throughout the population, has grotesquely magnified the gulf between rich and poor, forcing a global workforce into dangerous, unregulated, insecure low-paid labour while rewarding only a tiny elite of businessmen and technocrats. So-called ‘secure’ professions seem less and less so; first it was the miners and the ship- and steel-workers, soon it will be the bank clerks, the librarians, the teachers, the shop-owners, the supermarket check-out staff. The scientists might survive if it’s the right type of science, but where do all the taxi-drivers in the world go when the taxis drive themselves? How do they feed their children or heat their homes and what happens when frustration turns to anger? Throw in terrorism, the seemingly insoluble problem of religious fundamentalism, the rise of the extreme right-wing, under-employed youth and the under-pensioned elderly, fragile and corrupt banking systems, the inadequacy of the health and care systems to cope with vast numbers of the sick and old, the environmental repercussions of unprecedented factory-farming, the battle for finite resources of food, water, gas and oil, the changing course of the Gulf Stream, destruction of the biosphere and the statistical probability of a global pandemic, and there really is no reason why anyone should sleep soundly ever again. By the time Albie is my age I will be long gone, or, best-case scenario, barricaded into my living module with enough rations to see out my days. But outside, I imagine vast, unregulated factories where workers count themselves lucky to toil through eighteen-hour days for less than a living wage before pulling on their gas masks to fight their way through the unemployed masses who are bartering with the mutated chickens and old tin-cans that they use for currency, those lucky workers returning to tiny, overcrowded shacks in a vast megalopolis where a tree is never seen, the air is thick with police drones, where car-bomb explosions, typhoons and freak hailstorms are so commonplace as to barely be remarked upon. Meanwhile, in literally gilded towers miles above the carcinogenic smog, the privileged 1 per cent of businessmen, celebrities and entrepreneurs look down through bullet-proof windows, accept cocktails in strange glasses from the robot waiters hovering nearby and laugh their tinkling laughs and somewhere, down there in that hellish, stewing mess of violence, poverty and desperation, is my son, Albie Petersen, a wandering minstrel with his guitar and his keen interest in photography, still refusing to wear a decent coat.

The Atonist nobility knew it was impossible to organize and control a worldwide empire from Britain. The British Isles were geographically too far West for effective management. In order to be closer to the “markets,” the Atonist corporate executives coveted Rome. Additionally, by way of their armed Templar branch and incessant murderous “Crusades,” they succeeded making inroads further east. Their double-headed eagle of control reigned over Eastern and Western hemispheres. The seats of Druidic learning once existed in the majority of lands, and so the Atonist or Christian system spread out in similar fashion. Its agents were sent from Britain and Rome to many a region and for many a dark purpose. To this very day, the nobility of Europe and the east are controlled from London and Rome. Nothing has changed when it comes to the dominion of Aton. As Alan Butler and Stephen Dafoe have proven, the Culdean monks, of whom we write, had been hired for generations as tutors to elite families throughout Europe. In their book The Knights Templar Revealed, the authors highlight the role played by Culdean adepts tutoring the super-wealthy and influential Catholic dynasties of Burgundy, Champagne and Lorraine, France. Research into the Templars and their affiliated “Salt Line” dynasties reveals that the seven great Crusades were not instigated and participated in for the reasons mentioned in most official history books. As we show here, the Templars were the military wing of British and European Atonists. It was their job to conquer lands, slaughter rivals and rebuild the so-called “Temple of Solomon” or, more correctly, Akhenaton’s New World Order. After its creation, the story of Jesus was transplanted from Britain, where it was invented, to Galilee and Judea. This was done so Christianity would not appear to be conspicuously Druidic in complexion. To conceive Christianity in Britain was one thing; to birth it there was another. The Atonists knew their warped religion was based on ancient Amenism and Druidism. They knew their Jesus, Iesus or Yeshua, was based on Druidic Iesa or Iusa, and that a good many educated people throughout the world knew it also. Their difficulty concerned how to come up with a believable king of light sufficiently appealing to the world’s many pagan nations. Their employees, such as St. Paul (Josephus Piso), were allowed to plunder the archive of the pagans. They were instructed to draw from the canon of stellar gnosis and ancient solar theologies of Egypt, Chaldea and Ireland. The archetypal elements would, like ingredients, simply be tossed about and rearranged and, most importantly, the territory of the new godman would be resituated to suit the meta plan.