How to Choose a Market Research Firm? | Use Our Scorecard

This blog post was written by our guest blogger Paul Dybas, Business Development Associate at Research & Marketing Strategies (RMS), a global market research firm located in Syracuse, NY.

There are many market research firms to choose from that can help you with your project. At the initial Google search, the process of choosing one could seem overwhelming. Choosing the right one can make a world of difference for your organization. Solid market research conducted by a team of experts can answer important questions you have about marketing, customer satisfaction, feasibility, and strategy.  On the other hand, choosing the wrong firm can be very costly, and the lost expenses of conducting the study is only the beginning. If the research objectives are cloudy or the data is misinterpreted, you could find the results leading you toward a poor business decision.

No worries! The team here at RMS put together a list of the top 10 important factors to consider when choosing a firm to conduct market research. As you compile your list, and place your initial requests, use the scorecard matrix below to see how each firm stacks up.  This way your organization itself has some market research on the market research firms you are choosing from.

Screen-cap of a scorecard matrix example designed by RMS. Click to enlarge. To edit and save the file click on the link provided below.

Click here to download and use our scorecard matrix which makes choosing from multiple market research firms a breeze.

1. Understanding of Research Objectives – This is perhaps the most important factor to consider when choosing a market research firm. In order to conduct a meaningful study, you have to be sure that the firm understands what you are trying to accomplish with the research. It is crucial that the research team has a “think like the client” attitude when developing an approach. Consider a company that is looking conduct focus groups with customers to gauge their level of satisfaction and ultimately improve services. The research firm needs to be comfortable recommending that the client conduct a survey instead. In this case, a survey may be a more useful approach because it could reach a larger population and give the research team enough data to develop quantifiable conclusions. While focus groups would provide some feedback, it would not be the most effective in achieving the goals of the particular client. Verifying the research objectives should be the first step in every market research study.

2. Reporting/Actionable Recommendations – This goes hand-in-hand with #1. It is important that the firm looks beyond the data by drawing conclusions and putting the results into the context of the client’s situation. These conclusions translate into action items which are discussed with the client after the project. Some firms will only provide “banner runs” or raw data results. A good firm will provide insight on what the results truly mean for the client. Before selecting a firm, be sure to ask for a sample report. This will give you an idea of the quality of information you can expect.

3. Capabilities – Make sure that the firm you choose is able to use multiple methods to conduct research. A firm that only conducts surveys will be good if a survey is necessary, but the methodology may change once the objectives are fully understood. You’ll want to have a few options. Sometimes it is necessary to combine multiple methods as well. If the firm has a variety of methods in its arsenal, you can be sure your questions will be answered effectively. Surveys, focus groups, in-depth interviews, and mystery shopping are some key methodologies to look for.

4. Experience – This one is pretty obvious. Take a look at the firm’s client list.  Look for information on the individual analytics team members, and decide whether their experience is pertinent to your study. Be sure to call a few of their references to get a little background. This is a good time to pull out your score card and go through categories to verify your own ratings.

5. Timeline – A market research firm can have all of the right qualities to conduct a great study, but if it can’t commit to turning the project around in a reasonable amount of time, you’re probably better off going with someone else. All market research is time-sensitive. Every day that you don’t have your report is a day that you are missing opportunities to improve your organization. You have urgent decisions to make. Be sure that your market research firm can keep up!

6. Relationship – This is a big one. Make sure you talk with someone from the firm before you engage. Get a sense of the firm’s culture. A strong positive culture is a great indicator of how well the members of the team communicate and work together. This is important because they will be working and communicating with you! You’ll want to be up to date on the study as it progresses, and you’ll be anxious to hear some preliminary findings. Make sure you like the people who you will be working with and that they are consistently available for discussions and updates.

7. On-Site Facilities – The more resources the firm has in the physical office, the higher the guarantee on data integrity. Having an on-site call center means that the firm can monitor the fieldwork and conduct quality checks. Some firms outsource calling and have the call center send back the raw data. It gives a great piece of mind knowing that the firm managing your project is the same firm that is conducting the actual fieldwork. A focus group facility is also an advantage. A firm that houses a focus group center can create a controlled environment for holding focus groups or in-depth interviews. These are usually decked out with all the bells and whistles like a one way mirror for private client viewing, video and audio recording equipment, and sound-proofing for confidentiality.

8. Cost – Cost is by far, the most common factor that organizations consider when selecting a market research firm – and it shouldn’t be. Ever get a great deal on a generic product, only to find that it doesn’t serve the same purpose or isn’t as high-quality as the original? You probably ended up buying the more expensive one later anyway. The same is true for market research, except the horror stories are far worse. A firm that drives the price down by taking shortcuts and skipping components is doing you more harm than good – and charging you for it! Reliable market research comes at a cost. The firm needs to connect with enough people and the right people to get answers for you. Remember that market research is an investment. Organizations that see it as such are the ones that are flourishing.

9. Location – Sometimes organizations are more comfortable working with a local market research firm. A face-to-face meeting and an in-person presentation certainly adds an important element to the working relationship. Don’t rule out a firm because of location, though. Nearly all market research can be conducted remotely, and if done correctly, will give you the same results as if conducted locally. If you are torn between a local firm and one that is long-distance, evaluate the long-distance firm on its ability to communicate and willingness to travel. You may find that the long-distance firm feels closer than the one sitting right in your back yard.

10. “Go with your Gut” – Choosing a vendor for market research is a big decision. If you have narrowed down the pool of firms but still can’t decide, sit back and let your intuition choose. If you are looking to conduct market research you are obviously business-savvy already. You have done your homework, and you should have confidence in your “gut feeling.”

Best of luck with your project!  If you are new to market research and need some help getting started, or if you are have experience and are looking to conduct another study contact our Business Development Director, Sandy Baker at 1-866-567-5422 or SandyB@RMSresults.com.

Market Research Case Study | Girl Scouts Needs Assessment

This blog post is a summary of a post project completed by Research & Marketing Strategies (RMS), a Girl Scout market research consultant located in Syracuse, NY.

Background: A regional Girl Scouts organization was seeking to commission market research focused on the use and potential use of its camps and service centers. The market research was designed to guide recommendations regarding current and future properties including service centers, program centers and camps, while first and foremost supporting the needs and interests of the girls served. Secondly, the market research was designed to address the needs of adult volunteers, parents, donors, and community partners.

Approach: In order to provide the Girl Scouts with the most comprehensive assessment of the objectives at hand, RMS  recommended three different methodologies (components) to reach each of the three audiences. The market research components were custom-designed to address three specific audiences: (1) girls and parents; (2) adult volunteers; and (3) non-member girls (community at large).

• Girls and Parents – Component 1: mail survey (with an online survey option) to 4,000 current Girl Scout households. The survey was targeted to parents to complete with their Girl Scout daughter. RMS obtained results proportionate to the population of Girl Scouts in the 26 county jurisdictions. The survey addressed use and opinion of facilities, interest in a variety of program topics, and decision-making criteria used in selecting activities to participate in.
• Adult Volunteers – Component 2: 12 – 15 minutes telephone survey with a concentration on troop leaders, but  included interviews with other adult volunteers. RMS obtained 100 completes for this audience. Completes were proportioned among volunteers associated with various outdoor program facilities and service centers. It ensured RMS obtained feedback from adult volunteers in all market areas for Girl Scouts.
• Non-Member Girls (Community-at-Large) – Component 3: focus group style community discussion groups with non-member Girl Scouts and their parents. RMS recommended four groups across the service area. The RMS team held discussions with eligible girls and their parents regarding the Girl Scout program. The groups were split so that two are set to recruit participants from more rural areas and two from a more urban setting. Additionally the groups were split by age groups – those with girls in grades 2-5 and those in grades 6-8. This allowed RMS to examine geographical and age differences in recruiting new members to Girl Scouts.

The RMS team engaged the Girl Scouts team at the beginning of the research process, using a kickoff meeting to confirm the critical needs being sought. Once all components of the market research were completed, RMS created a final PowerPoint report which summarized the findings of the surveys and focus groups. RMS and the Girl Scout team reviewed a draft report together. This discussion guided the creation of a final report. RMS will also gave the management team recommendations to assist the council in their decision-making. This market research directed by RMS provided the Girl Scouts with the critical feedback and information needed to better serve the need of current members, attract new members, and guide long-range property planning solutions.

Click to enlarge

Results: Below is a quick summary of themes from the market research presentation. Each component of the project received its own dedicated report.

• Theme 1: Older Non-member girls have an image that Girl Scouts is boring, uninteresting, and unpopular.
• Theme 2: There is a clear dividing line of interest in Girl Scouts among girls in grades 5 and below compared to girls in grades 6 and above.
• Theme 3: Current Girl Scout activity areas can be aligned with what Girl Scouts want, what troop leaders/adult volunteers want to offer, and what non-member girls are looking for; however, there are barriers to executing these activities.
• Theme 4: There are evident concerns around support and a lack of available troops/troop leaders.  This does not allow some girls to participate at all, while others do not feel they are getting what is perceived to be a full experience.
• Theme 5: Girls have more choices for after-school activities nowadays and as a result are busier than ever before.  They are looking for new experiences and opportunities they cannot get elsewhere.
• Theme 6: Girls are interested in and/or want to go camping.
• Theme 7: Users are satisfied with the overall camp experiences offered at the Girl Scout affiliated camp locations.
• Theme 8: A Girl Scout having a network of friends within their troop is essential to satisfaction and fulfillment with Girl Scouts.
• Theme 9: Paperwork and required training are seen as barriers for troop leaders, adult volunteers, and parents with regards to limiting opportunities for Girl Scouts.
• Theme 10: Troop Leaders/Adult Volunteers cited a lack of communication and support from the Girl Scouts Council.
• Theme 11: There is a lack of awareness and usage of Girl Scout camp locations, service centers, and stores.  There is also a general lack of awareness of Girl Scouts at a local level.
• Theme 12: Property findings:
  • Girl Scouts and non-Girl Scouts are very interested in the outdoors and having a camping experience, which is one of the most common appealing activities as listed by Girl Scouts and girls.
  • Currently, the council owns nine camps (eight available for use) within its jurisdiction to meet needs.
  • The majority of girls do not go camping or only go one time per year.  Reasons for not camping include money, time, volunteers/leaders, paperwork and parents drive time.
  • Girls attending the camp locations liked all nine facilities, no single facility stood out from the rest.  They want an outdoor experience, and camping ratings are tied to the outdoor setting at the camp, program activities offered at the camp, and the sleeping arrangements.
  • Typical parent drive time to each camp is one hour (60 minutes).  On average, parents stated they are not willing to drive over two hours for any single type of Girl Scout activity including a daytime/evening activity, one night/sleep away, or week-long camp.
  • Focus Girl Scout store item purchases online to reduce the need to visit a Girl Scout store.
  • Many parents and troop leaders/adult volunteers do not use the service centers regularly.

For more information about this particular Girl Scouts market research or questions about how Research & Marketing Strategies can help your council, contact our Business Development Director, Sandy Baker, at SandyB@RMSresults.com or by calling 315-635-9802.

Advertising ROI | Case Study

This is a case study that summarizes a recent project in which Research & Marketing Strategies (RMS) partnered with an advertising agency to determine the return on investment (ROI) on a specific channel of advertising used by one of its end-clients (Company XYZ). The market research study was designed to create a statistical model and estimate the revenue that was generated from the advertising campaign and compare to the actual cost of running the campaign. Advertising ROI can be estimated through the use of market research.

Is taxi cab advertising worth it? Is there an ROI?

Background: The advertising agency wanted to understand the community awareness of its vehicle advertising wrap venues as well as rooftop advertising units being utilized in the market. The market research was centered around the following objectives: (1) test awareness of the wrapped vehicles within the community; (2) test the effectiveness of the advertising campaign for Company XYZ; (3) test the perceptions and opinions regarding the taxi cab advertising modality; and (4) test community reaction to this type of advertising relative to other traditional advertising forums.

Approach: In order to answer the objectives at-hand and provide the advertising agency and Company XYZ with an ROI for its advertising, RMS customized a quick pulse telephone survey script. What is a quick pulse telephone survey? Click here to find out. The survey lasted approximately five minutes and a random sampling of households in the primary market area (PMA) for the client was used for dialing. A total of 350 completes were collected for this study to provide the client with a high degree of statistical reliability. Questions regarding awareness of  Company XYZ’s advertisement(s), impact on usage of Company XYZ and average spending at each visit were asked for the ROI model.

Results: Here is a quick overview of some of the main takeaways from the study.

• Total awareness for the advertising of Company XYZ was 49 percent (unaided awareness was 21 percent).
• Over half of all respondents (61 percent) stated that using taxi cab advertisements was an appealing way to promote the Company XYZ’s business.
• Forty percent of respondents stated their impression of taxi cab wrap advertisements were positive.
• Twelve percent stated seeing the taxi cab advertisement made them much more likely to go to Company XYZ and 18 percent stated seeing the taxi cab advertisement made them somewhat more likely to go Company XYZ.
• Overall, 6 percent of respondents shared that seeing the taxi cab advertisements had an influence on visiting Company XYZ, and had visited Company XYZ within the past eight months (the current length of the advertising campaign run by the advertising agency).
• Among this pool, respondents visited Company XYZ an average of over five times in the past eight months and spent an average of $150 per visit. By collecting these figures, RMS was able to apply these rates to the population as a whole within a 5 percent margin of error to predict an advertising ROI.

An advertising ROI model can be created for all types of marketing and advertising. RMS will work with you to understand your campaign and create an extensive and thorough line of questions to tackle an estimation for ROI. If you would like more information about calculating advertising ROI or have any questions about how Research & Marketing Strategies (RMS) can use market research to provide your business with ROI data, contact our Business Development Director, Sandy Baker at SandyB@RMSresults.com or by calling (315) 635-9802.

Looking for a Moderator in New York (NY)? | 25 Qualities to Consider

I’ve spent a few other blog posts discussing the book titled Secrets of a Master Moderator, written by Naomi Henderson from Riva Market Research & Training Institute. If you are just getting started with moderating qualitative research or you are well-experienced in the field, this book is worth a read as you are sure to pick up a few tips along the way. The initial chapter of the book discusses 25 qualities of a master moderator, which I will summarize in this blog post.

Part 1 of this series will cover qualities one through 12 on the top 25 list.

1. Understands the foundations/applications of market research. A good moderator understands the strengths and weaknesses of focus group research and knows the ins and outs of the process.
2. Markets services appropriately. The moderator accurately markets his/her services, experiences and offers a fair and competitive price.
3. Manages all project aspects. Who better to consult with the client and write the report on the focus group findings than the moderator himself/herself? In most cases, the moderator is the objective person in the actual focus group room so the moderator must play a key role in recruitment, guide design and reporting.
4. Maintains research objectivity. It’s easy to fall in a trap and agree and/or disagree with participants and lead them to answers. A good moderator can separate his/her feelings from the process and garner unbiased feedback. A master moderator is not as interested in the ‘what’ or ‘when,’ but rather the ‘why’?
5. Establishes research objectives. The moderator needs to understand the primary objectives of a study and the secondary objectives so that he/she can guide the group to the appropriate and most critical topics.
6. Recommends appropriate methodologies. How can you tell if a market research consultant or moderator is working in your best interest? They are willing to recommend the best methodology to your team even if that means your objectives are more well-aligned with quantitative work (surveys, etc.) In most cases, that means moderator services are no longer needed.
7. Creates custom questions and custom guides. Each market research project and client is unique so the qualitative process to support that project should be as well. Master moderators do not use cookie-cutter guides and questions to answer objectives; they continually evolve their process and questions to generate the best feedback.
8. Practice unconditional positive regard (UPR). This points to the moderator having good skills in responding to all comments no matter how logical or rational the feedback is. Oftentimes you get “golden nuggets” of information from the most unlikely sources in a focus group. If the participants gets shy or thinks you are not listening to him/her, they may not be willing to offer additional feedback later in the group.
9. Maintains good listening skills. A skilled moderator has a good understanding of both verbal and non-verbal clues during the focus group and determines which comments/actions warrant additional follow-up questions.
10. Remains observant. A master moderator has complete control of the room. The moderator understands when the room needs to liven up, participants need to change topics or a question needs to be asked in a different way.
11. Practices invisible leaderships skills. This points to the moderator being able to lead the room and be in charge without ruining the rapport between moderator and participant and participant to participant.
12. Moderates effectively. Okay, this one is a bit broad and could probably be useful as its own separate blog post but the gist of this is being able to set the tone, describe the purpose of the session and work with participants to get to deeper levels of thinking through discussion.

Are you looking for a moderator in NY? Research & Marketing Strategies (RMS) is a market research firm in NY that has qualitative moderators (focus groups, shopalongs, in-depth interviews) on staff for your research needs. We also have QualiSight, an on-site focus group facility, if your business would like to conduct qualitative research right in Syracuse, NY. If you have any questions about our services, contact our Business Development Director, Sandy Baker at SandyB@RMSresults.com or by calling (315) 635-9802.

2013 Higher Education Trend: What is Student Swirl?

The common perception of the process of pursuing a college degree is that a person starts at a given institution and stays there until they complete the program. For many students, the reality is that the path to a degree is not so direct and straightforward. In fact, a report released in 2012 by the National Student Clearinghouse Research Center states that one-third of college students switch institutions before earning a degree. That is a trend that has been increasing in recent years and is commonly referred to as “student swirl.”

What is student swirl?

The factors contributing to increased student swirl are varied. The increase in online education and the increasing educational options that have come with that are likely a factor. Changing student demographics and the sheer increase in students enrolled in college have also been attributed to the phenomenon. As with many issues surrounding higher education, tuition costs are a factor, particularly when combined with the struggles of the U.S. economy since 2008.

Student swirl is an issue that affects two separate areas of concern: student retention and transfer policies. On the one hand, institutions will want to minimize the number of students who transfer out before completing their programs, but on the other they need to find ways to best serve transfer students. Research has a role on both ends of the equation.

On the retention side, it is important to understand why students leave prematurely. Is it because of dissatisfaction, financial issues, academic struggles or something else? Sometimes, transferring to a new institution is a money issue; this is especially true in cases of “reverse transfers” where a student transfers from a four-year institution to a community college. In the case of community college transfers, some students may enroll with no intention of ever earning a degree there and transferring to a four-year school at the earliest opportunity or maybe just taking one or two courses. Institutions that serve a large number of adult learners may find that students transfer to schools that offer an easier commute, have more flexible course schedules and formats or simply because the student has relocated due to their job or that of a spouse. Essentially institutions need to get a sense of what factors are within their control to address and which are not, and an essential first step to doing that is surveying those who leave the institution in order to find out what factors contributed to the decision.

In terms of transfers, the increase in student swirl means that many schools will be dealing with more transfer students than was the case in the past. RMS’s past student research shows that how an institution deals with a transfer student’s past credits can be a factor in their overall satisfaction with the school. In some cases, it can even lead to eventual disenrollment or deciding not to enroll at all. Beyond credits, transfer students face a number of issues in terms of feeling like they fit in with the new school and learning about all of the resources and support services that are available to them. Surveying transfer students to learn how well they are adapting can help colleges figure out what additional measures they may need to help make them successful in the new environment.

If  you would like to know more about how RMS can provide research resources to deal with swirl or other enrollment management issues, please contact our Business Development Director Sandy Baker, at SandyB@RMSresults.com or by calling (315) 635-9802.

In the Physician Practice – Marketing is Everyone’s Role

This blog post was written by our guest blogger Susan Maxsween, Director of RMS Healthcare, Practice Transformation, and her Practice Transformation team at Research & Marketing Strategies (RMS).

Every employee has an important role in marketing. Whether a member of patient registration, discharge, administrative, clinical or billing staff, each staff member serves equally as an ambassador of the practice on a daily basis. Surely you understand your patients are in the office because they have an underlying reason for their visit, an acute condition, management of a chronic condition, follow-up visit, annual physical and on and on. Regardless of the purpose, it is the entire practice team’s collective and equal responsibility to make a good first and lasting impression with patients.

As patients ourselves, we know how we want to be treated and we have perceived expectations of what we expect when seeking medical services, regardless of whom the provider of care is or the purpose of the visit. Therefore, we should always be thinking about ourselves as a patient when we engage with our patients. This will result in positive marketing of the physician practice.

Let’s look at the power of “one.” That power of one is the voice of a single patient. A satisfied and engaged patient is more likely to speak highly of the practice, is more likely to share a good experience with their friends/family as well as sharing their experience with others outside of their close connection – this experience of “one” has the ability to spread on to many. Unfortunately, this includes spreading word of a negative experience.

Imagine a patient comes in and has a negative encounter, not because they experienced a negative encounter regarding ongoing management of a chronic condition, but because their experience was driven by an encounter with one of the team members. This negative image and message will likely spread first-hand to their friends/family, colleagues and even further. The difference between the positive and negative encounter, however, is those who hear of the negative encounter, whether first-, second- or third-hand, share the experience at an exponential rate, leaving little control over managing the negative image.

Fortunately, within any practice it is the cumulative role of the caring and compassionate team to strive to ensure every patient has a positive encounter. In essence, the goal is to move beyond the concept of “it is all about us” to “it is all about you,” as a clear and compelling message that it is about the patient and their experience, access and convenience, to name a few. This is positive marketing – demonstrating the high quality the practice delivers.

It should be the goal of all staff – clinical and administrative – to assess the patients experience at all “touch points” throughout their encounter while seeking care. Whether it is ease of appointment scheduling, privacy, check-in/out process, helpfulness and knowledgeable staff, waiting or exam room wait time, it is paramount that you continually evaluate your processes to ensure the highest level of commitment to your patients. This attention to service quality and to the patients is another way in which we work to validate our commitment to marketing as stewards of the practice. Our ultimate goal continues to focus on the patient, extended family and any potential new patients.

Many practices are actively seeking opportunities to enhance patient engagement and overall patient satisfaction. In addition, this work not only provides insight on the overall patient experience while seeking care, but also allows us to tell other patients, current and potential, a very positive story about how patients perceived their experience, which again is a very useful marketing tool. The good news is that you work hard every day to meet the needs of your healthcare consumers. All of these experiences can cultivate the positive impression that patients have when seeking care and carry your mission to provide quality patient care and to exceed the expectations of your patients.

RMS Healthcare, a division of Research & Marketing Strategies, Inc., a premiere healthcare consulting firm, has proven success working with physicians, large multi-site practices, hospitals, physician organizations and ancillary healthcare providers. If you would like more information about RMS Healthcare, please contact our Director of Healthcare – Practice Transformation, Susan Maxsween at SusanM@RMSresults.com or by calling (315) 635-9802.

2013 Banking Trends: Social Media Integration

Companies have come to realize that social media has potential for most any industry.  Most organizations are learning by example, watching what industry leaders do with social media and then attempting to move along similar lines if the strategy is applicable to their organizational goals.  The usage of social media by financial institutions has slowly increased with the realized potential of it.  Many banks and credit unions have hopped aboard and are now using social media for not only promotions, but to service their customers/members as well.

Here is an example of two different banks using social media to provide service to their customers, while also performing damage control for their brand’s image.

Bank of America and Chase:

Many consider both Bank of America and Chase leaders for the way they are utilizing Twitter.  Each bank has staff that monitors and responds to mentions of their brand (positive or negative).  Their Twitter accounts serve just as any other channel for customer service, except they are also able to catch many issues preemptively or after the fact (if a customer was dissatisfied with another channel’s resolution).  When a customer goes on Twitter to vent their frustrations, their Twitter team is able to find these comments and assist the customer with any problems they might be having.  Ultimately by doing this, they are able to leverage the bad comment and turn it into a positive experience by showing the importance they place on resolving customer issues.

See these pages for real-time examples:

• Bank of America: @BofA_Help
• Chase: @ChaseSupport

Customer service aside, social media is also beneficial in other ways.  One way is Google’s increasing emphasis on social media, making search results friendlier to brands that utilize social media to promote their site and engage their audience.  Also, financial institutions are using their Facebook pages to provide their customers with a face and personality, typically by featuring photos of key events for the bank or photos from sponsored events that show the bank’s involvement in the community.

A survey conducted in 2010 by Aite Group found that 90 percent of financial institutions expected to have a budget dedicated to social media by 2012.  However, there still seems to be a portion of banks and credit unions that are hesitant to embrace social media, likely fearing they may lose control over their new online presence or pondering the implications they could face due to the privacy and legal issues that come along with operating in the financial industry.

While not all banks and credit unions can or even want to establish the same presence as financial behemoths Bank of America and Chase, smaller financial institutions still benefit from engaging their customers through social media.  Social media serves as a point of contact, an additional outlet for promoting new products and services, and a way to engage customers by providing information on sponsored events.  Case studies can be found online that show the success of social media usage by smaller community banks and credit unions, which can be a great starting point for piecing together a social media marketing strategy.  However, in addition to this, it is important to know that each and every bank and credit union has a unique customer base.  When working with multiple social media channels, it is important to have a proper understanding of an organization’s customer-base and how the customers interact with their banking services and social media.

As always, market research (customer surveys, interviews, focus groups, etc.) can be a great way to understand how often customers utilize these services as well as how they would potentially use these services to interact with a financial institution. See the right toolbar on this blog for information to contact the RMS Business Development team.