The Market Research Council (MRC) was chartered in 1927 to promote the field of market research. MRC members are senior research executives, and MRC meets monthly to host presentations and discussions with research leaders. Monica Wood (J&J Diabetes Care) recently moderated a terrific panel discussion with three corporate research leaders –Jack Lee of Estee Lauder; Jim Nyce of Sun Products (formerly head of insights for Kraft); and Trish Rainone of Chase. What were the key takeaways?

• It’s about anticipating and inspiring action that fuels growth and profitability. Jim opened with “We’re here to make the business grow and be more profitable. Without that we’re just a cost.” He went on to say “Getting ahead and anticipating what the company needs to know is critical”, and Trish added “It’s about how to have answers before they have the questions. 4-6 weeks doesn’t fly. We’re trying to be thought leaders.” And it’s about inspiring action. “Taking learning out in a way that’s so inspirational they can’t help act on it. The time for people to pay attention to us is smaller and smaller [Jim].” “We cull down to 3-4 pages that are sent in advance to our CEO, and then the CEO may have one question and then talk about recommendations. We don’t do research presentations any more to the C Suite [Trish].”
• Synthesis is huge.  “There are vast amounts of data coming at us. Proprietary, secondary, social media. Data is a commodity. A searchable repository is not good enough [Trish].”  Jim noted “Accountability for organizational learning is at least as important as the learning (from studies)”.  Jack added “We’re looking everywhere for insights. E.g. social media, customer complaints, more. The role of MR is to synthesize it all. It’s less specifically about the research, it’s more about what we know, what it means.” None of them would trust a supplier to do it completely because suppliers lack deep knowledge of their business. They want suppliers to synthesize the learning from all the studies the supplier has done for them, but that’s as far as they want the supplier to go.  “Project management orientation doesn’t cut it. Suppliers ought to be doing cumulative learning [Jim]”. When addressing “What makes for a good synthesizer?” Trish answered “Curiosity.  I look for someone with a Master’s degree who sounds curious and asks good questions. A drive to know and learn.”  Jack concurred, adding “I look for curiosity and drive to learn and look across different areas, to be able to think across categories.” Note to suppliers – synthesis is a huge client need, and a huge opportunity for suppliers who can understand their client’s business in depth
• Suppliers need to step up. Jack led with “Suppliers need to understand what my business partner needs to know. It’s never reliant on a single piece of information. I want suppliers to come with a POV, be willing to disagree, challenge the way I think, stand up in the Boardroom and present difficult facts.” Trish has some preferred suppliers, who she expects to learn and grow with them. She wants preferred suppliers to reach out and touch base – a lot of suppliers don’t do that even yearly. Jim noted “I can’t manage the quality of the research product. I pay for that.” Making a different point, Jim stated “You (supplier) can’t communicate with the CEO. There’s been a huge desire to do the things you can’t do (i.e. present to CEO).”
• They need help with social media. Everyone recognizes the need to do more and for more help from the supplier community. Trish spends a lot of time tracking social media – providing texture around quant data, especially on brand health; and volunteered that “the engagement piece is where I get lost.”
• Marketing ROI is currently unmeasurable in the new era.  Jim provided an excellent historical perspective – “We became very, very good at measuring the ROI of traditional marketing programs, so much so that it was irresponsible for companies to be making significant marketing investments without serious assessment of the productivity of that spending.  As a discipline we delivered tremendous value to companies through this work.  Now, however we are leaving that world and entering a new era in which the vast majority of brand exposures which consumers will have are not through intentional, targeted, context controlled media delivery by the brand owners, but rather through incidental on-line encounters, and through discussions and pass alongs via social media. That world, including the branded creations which will populate it (like the commercial I showed – an Old Spice commercial developed with the intent that people will forward it along), is currently unmeasurable and not currently amenable to marketing productivity assessment.”
• A closing thought, on mobile.  “Mobile’s coming. We know we have to start. We have to figure out how to do it.” [Trish]

What is Google up to with Consumer Surveys?

by Simon Chadwick, Managing Partner

Let’s face it – we all knew this was coming. If you were a company that possessed massive content, an awesome analytics machine and access to billions of people, wouldn’t you be looking at ways of monetizing all of that? If, in the process, you became a classic example of disruptive technology to entire industries, wouldn’t that be cool? So, why are we acting so surprised?

Google Consumer Surveys is just one little brick in the wall of Google’s march towards becoming the world’s go-to company for all things analytic and intelligence. At present, GCS looks pretty basic: two questions per “survey” (but you can string “surveys” together), $0.10 to $0.50 a response and a limited range of question types that you can utilize. Certainly not professional grade, so they must be targeting SurveyMonkey, right? Wrong. Just go through that pricing structure again. If you want to do a 4-question, general population survey with 1,000 people, it’s going to cost you $400. On SurveyMonkey, all you need is a $25 a month account to do the same thing. No, it’s the data collection companies they are after. Get a quote for the same thing from Toluna, uSamp or SSI (and we did) and the price will be four times as high.

So who is the target market? Quite clearly, it is the professional DIY research user – the brand manager, the marketer, the guy in IT or, quite possibly, the researcher who is attempting to achieve more with less. And the pitch to them is fairly compelling – sample that delivers more accurate results than that from any panel (so they say) at a price that cannot be matched and ‘now’.

The professional research community may well look upon this and conclude that it isn’t ‘real’ research; after all, it can’t handle complex innovation projects or brand trackers, can it? Yeah, well that was what DEC said about personal computers and what Polaroid said about digital photography. A disruptive technology will always enter a market with a supposedly inferior product at a ridiculously low price. The establishment writes it off and then it’s ‘boil the frog’ time. Established companies do not realize that the interloper is slowly boiling them until it overtakes them and they are out of business.

Don’t be a frog.

In 2011, the Cambiar Future of Research™ study reported 60% of Corporate Research Vice Presidents expect major transformation in the market research industry and profession by 2020.   70% of these believe the change will happen by 2015.

InFoRm Strategy Assessment™ helps executives in the research industry make sense of the global trends that are driving this transformation, and helps them decide where to focus.  Based on the 2011 benchmark wave of the annual Cambiar Future of Research™ study among industry leaders across the research community, InFoRm Strategy Assessment™ brings the study’s results down to the company level, providing critical information to aid the strategic planning process. With InFoRm™, a company’s leadership team can reap the benefit of industry benchmarks to help them know precisely where they stand on the trends causing change in the market; where to place their bets in terms of investment and product portfolio; gauge alignment among team members; and use solid, quantitative information for strategic planning.

“The challenge in strategic planning is to accurately assess where you need to head in the next five years and what key trends you should capitalize on”, says Beth Rounds, Cambiar Partner.  “Equally hard is to make sense of all the predictions that are out there and to know which ones you should pay attention to.  InFoRm™ brings an objective ‘voice’ to the strategic planning process, one that research executives have been asking for.”

InFoRm Strategy Assessment™ is offered as a standalone service or in conjunction with Cambiar’s suite of strategic planning solutions.  Utilizing the 2011 Future of Research™ survey, leadership team members are asked to provide their opinions on broad industry trends, new modalities and methods, as well as rate their company on key barriers and enablers to success. Deliverables include a presentation-ready report that includes industry vs. company benchmarks, as well as providing individual company data on key internal issues that affect strategic planning.

Cambiar is equally excited to announce our project partners for InFoRm™ and the 2012 Cambiar Future of Research™ Study: The Gilfeather Group; Gazelle Global Research Services; and MarketSight.  Each company brings a high level of professionalism and quality to project management, data collection, and online survey analysis.

For more information, contact Beth Rounds at beth@consultcambiar.com or Simon Chadwick at simon@consultcambiar.com.

We are pleased to announce the launch of the Cambiar Capital Funding Index™ (CCFI).

The CCFI is the only comprehensive, global annual review and analysis of the inflow of new capital into the market research industry. It tracks not only the amount of new capital coming into the industry but also where it comes from and to which types of venture and company it flows.

This year’s CCFI report, first published in ESOMAR’s Research World (http://rwconnect.esomar.org/2012/02/07/where-does-all-the-capital-funding-go/), estimates that the total amount of new capital flowing into the industry in 2011 amounted to over $1 billion. Aside from a major infusion brought about by IPSOS’ capital raise on the Paris Bourse to fund their acquisition of Synovate, the vast majority of new money coming into the industry is NOT going into traditional market research.

Instead, it appears that if you want to attract capital, you need to be based in the United States and have the words ‘social media’ and ‘analytics’ in your business plan. Within these, mobile and online ad measurement seem to be stoking the most excitement among investors, as do data collection platforms of varying dimensions that utilize today’s dominant SaaS and social media technologies.

To what degree does the interest of investors signal that one new modality or methodology in research is more likely to succeed than another? We don’t know but we will definitely find out as subsequent CCFI analyses track the correlation of investment and in-market success.

To find out more about the Cambiar Capital Funding Index, contact Simon Chadwick, Managing Partner of Cambiar, at simon@consultcambiar.com.

Worth Their Weight In...

by Beth Rounds and Lock Collins, Cambiar Partners

Over the past year, the Cambiar partners have been writing, presenting and blogging about The Winds of Change within the MR industry.  Leading companies across the value chain are listening, evaluating business models and setting strategy for the future.  In addition, new entrants, many from outside our industry, are adding to the mix as well as challenging the status quo.  With all the change happening, executives are also realizing that their talent needs are changing.  Joan Lewis, Global Consumer and Market Knowledge Officer, P&G, said in the recent ESOMAR Global Market Research Report, “the element of research that will have to change faster is the profile of people – people who can show integrated thinking, courage and leadership, with less emphasis on back-room analysis or sales. …what we need are more talented people who can build the industry.”  We agree! Where in the past the individual project was king, now the relationship dominates. Corporations expect their business partners to know the business, bringing a holistic array of information to bear on the issue at hand.

All this is good, but are MR executives really embracing this “New Talent for A New Age”concept?  I asked Lock Collins, Cambiar’s Human Resources Practice Leader to weigh in on the topic.

Beth: In the area of human resources and talent, what do MR executives want these days?

Lock:  Clearly clients are looking for  those unique individuals with grounding in market research combined with the ability to understand and discuss marketing with senior management the key business issues that they face.  In our industry, that’s a rare combination. Of course, they need to have a track record of success and must be passionate about the industry.

Also, it seems that we’re moving away from the traditional “hunter-farmer” models with companies structuring around account managers that “have it all”.  Desirable candidates can listen to a client’s problem, develop solutions, oversee the project team and provide insights.  These people are truly the “renaissance men/women” of the market research industry.  Add on top of this, individuals will need to have a POV on the New MR world and be story tellers.  This is a tall order for most!

Beth: Are clients starting to hire specialists or mostly generalists?

Lock: Right now, I think MR firms are still looking for generalists, especially at the account management level.  We’ve had discussions with firms regarding their interest in hiring researchers outside traditional marketing and business channels.  For example, some companies have hired graphic designers to support their reporting and presentations, and others are experimenting with hiring individuals that understand story telling — journalists for example.  I can see this trend picking up steam in the next couple of years as the new modalities gain acceptance.

Beth: No company can afford a wrong hire.  What recommendations do you have for improving a company’s success rates?

Lock: Managers have to be serious about interviewing and selection.  All too often hiring is treated way too casually.  There are a number of best practices in this area that I’d be happy to share at a later point, but in my experience great managers are looking for candidates who possess those intangible behaviors that will lead to success in the position.   We’re doing more to help our clients focus on the desired behaviors and characteristics, as well as a strong organizational fit vs. the traditional list of research methodologies and knowledge of the end-client’s industry.

Beth: On the flip side – it still seems like a competitive employment market.  Do you see any trends in what employees or prospects want from an employer?

Lock: Our sense is that individuals with 0- 5 years of experience may be operating in a traditional employment environment, not much different than twenty years ago.  At the more senior levels, where our practice is focused, candidates are consistently looking for a few things:

• Autonomy and the ability to develop solutions in an unconventional way – not the way “we’ve always done it”.  With this autonomy comes a blurring of work and personal life, with individuals wanting to working on their own schedule in their own location.  Some of our clients prefer to have employees engaged in the day-to-day activities of an office.  We’re finding that more and more of our clients, however, are expressing the flexibility for senior level employees to be located anywhere.
• Among our candidates, we are also noticing the desire to walk away from the large established research suppliers. Many more are now attracted to entrepreneurial opportunities in which they can “build something”.
• Finally, senior candidates are not looking for a job.  They are interested in moving a vision forward and financially sharing in the results.

Beth: There are a lot of recruiters out there.  What makes Cambiar’s Talent Practice different?

Lock: As part of any corporate strategy, executives look to the major trends that are affecting clients and research companies alike. The MR industry is poised for great change and we are starting to see how those macro trends play in to the types of talent that we will require in the future.  As we all know, a successful business strategy can’t stop at a new and improved sales and marketing plan. To borrow a concept from Jim Collins of Good to Great fame, having the right talent  in the right seats on the right bus is critical to the success of any organization.

Hitting it out of the park

by Beth Rounds, Cambiar

Recently I went to see the movie “Moneyball,” based on the true story of Oakland A’s General Manager Billy Beane.  And while I am not a hard core baseball fan, I went because I was intrigued by the story – how a leader (Billy Beane) used statistics and analytics (he was considered the precursor of the trend that has swept the baseball world—sabermetrics) to do the impossible – build a team of no names, win 20 games in a row and change the business of baseball forever.

Much has been written about the story and the broader messages about running a business. I’d like to “hit” a few ideas your way as you plan for 2012 and beyond.

What is so unique about the story?

He faced challenges head-on. The A’s were losing their best players to other teams with large payrolls. Instead of playing victim or ignoring the problem, Beane “claimed it”, found a solution and took a big risk by bringing in an Ivy League economics grad to analyze players stats, replacing the traditional way of assessing and recruiting talent. By caring more about a player’s ability to get on base, Beane challenged conventional wisdom and proved his detractors wrong.

He managed objectively. Prior to this time, scouts assessed players in a substantially more subjective manner. And, while experience and “gut feel” matter in decision making, Beane brought a new dimension to the sport. By analyzing players by the numbers and statistical probabilities, he brought objectivity to the table.

He was transformed as a leader. Billy had the strength of character and courage to stay the course even when his plan didn’t seem to be working.  He evolved as a leader, going from being a distant manager to one that was fully engaged with the sport, his team, and the players.

With much change happening in our industry, we should think more like Beane.  Ask yourself and your leadership team the following questions:

• Do we understand the changes that are impacting marketing research?
• Are we able to assess our current state and create a plan going forward?
• Are we willing to put everything on the table and challenge the status quo?
• Are we managing by the numbers? Do we know what drives profitable revenue?
• Do we have the right talent for the future? And if not, how do we create a plan for hiring new talent for this new age?
• Does our current staff have the right skills to surprise and delight our customers?

Business is about making intelligent choices. And now more than ever we need to challenge conventional wisdom in order to chart a new way forward. Beane chose an unknown and risky path, and in the end he changed his organization, himself, and the industry.  My kind of leader!  Your’s too?

Would love to hear your thoughts on this topic.  Contact me at: beth@consultcambiar.com

Additional resources related to this topic:

http://www.affinnova.com/blog/bid/106401/Transformation-is-Not-an-Option

http://www.fastcompany.com/1794118/8-strategies-to-fight-ordinary

http://www.fastcompany.com/1794942/how-to-be-distinctive-christian-louboutin-shoes

In a sure sign of its continuing resurgence as an association of relevance in the United States, the Marketing Research Association has mounted an excellent new conference aimed at the corporate researcher. Intelligent partnering with the Market Research Executive Board (MREB) and Quirk’s meant that not only did 400 delegates turn up but that there was a slate of generally good speakers to entertain and inform them.

Among the most widely acclaimed of these were Ian Lewis of Cambiar (full disclosure – I am Cambiar’s managing partner), Chris Frank of American Express and Andrew Abela of Extreme Presentations. Lewis set the stage by reviewing the future of research in the coming decade, replete with fresh data from the Cambiar Research in the Future Study. Chief among his points that resonated with the crowd: the gap between the desired state of corporate researchers to be true thought partners in their organizations and their relative lack of doing so. Lewis charted out a number of key trends that will materially affect research in the coming years, including the corporate researcher’s’ need to deliver more with less; the rise of DIY; the organic river of knowledge that will increasingly be available to organizations outside of the norm of what we currently think of as market research; a taxonomy of the new modalities that are available to us; the rise of the global middle class; and the need to find, recruit and train new types of talent for a new age.

Frank picked up on this theme by giving very practical advice to organizations on how to make sense of the tsunami of information with which they are faced – and the key questions that need to be asked in order to do so. Abela then carried this forward by giving his audience a radical view of the research presentation  -  no more than 5 slides, no bullets, no color, no clip art. Just a laser focus on content. The perfect presentation, he said, could have nothing added nor anything deducted from it.

Of great interest in interacting with participants here was the degree to which these clients are more willing to experiment with new modalities and new ways of approaching research than are their primary suppliers, the research agencies. It seems that, in this instance, clients are once again pointing the way to change to those that service them. There is a palpable hunger among client researchers to find ways in which to be more effective, more impactful and more provocative – and much discussion on the necessary mindsets, structures and tools that would enable this to take place.

Kudos to MRA, MREB and Quirks for a valuable new addition to the conference circuit.

Results from The Cambiar Future of Research Study

by Ian Lewis, Partner

Cambiar recently unveiled findings from “The Cambiar Future of Research Study” at the AMA Research & Strategy Summit in Chicago.  The study looked out to 2020 and heard from 160 corporate researchers who have a wide range of experience, level and industry backgrounds.  We also heard from research company executives, and I will be presenting the integrated results at the CASRO Annual Conference October 19 in Palm Beach, Florida.

What did we learn?

Researchers are expecting major change.  Almost 60% of corporate research VPs expects major transformation by 2020; 70% expect this to be evident by 2015.  One quarter of corporate researchers expects that the leading research company in 2020 does not exist today!  Another one fifth expects that Google or Facebook will be leading the pack.

Corporate researchers will be consultants more than researchers.  Virtually all corporate researchers believe that successful market researchers will have great consulting skills.  This trend is already manifesting: Best Buy, Novartis, Pepsi and Starbucks have all recruited former BCG or McKinsey consultants to leadership positions.

We’ll have global responsibilities.  Researchers believe that growth in MR spending will be driven from outside USA/Europe, and that jobs will have global or international responsibilities.

The future is about listening, measuring emotion, and mining knowledge.   Nine out of ten researchers believe consumer listening will lead to major changes.  Emotion measurement is expected to be part of the standard toolkit, although the jury is still out as to whether neuroscience and biometrics will be commonplace.  Three in four researchers expects that marketing issues will be addressed by mining existing knowledge rather than initiating a project. 

What about today? How are we doing?

Not well. Only 25% of corporate researchers are “very satisfied” with the role of their department.  We asked about barriers to success, and heard some fundamental issues.

What is the top Barrier?  “We are not operating as Thought Partners” (defined by Market Research Executive Board as an ongoing consultant to the business, an informed business partner, opportunity identifier or strategic thought partner).   There is a huge gap today between corporate researchers’ desired role as a Thought Partner (92% want this), and their actual role (37% have a Thought Partner role). Six in ten have an “in the trenches” role; they are brought in too late, treated as order takers, or have business teams that want to control information.

How can we become Thought Partners? Support from the top is a key enabler. Given that many research departments are operating in an “in the trenches” mode today, there is a need to negotiate a “Management Contract” with senior management about how research should engage and operate with the business. [I discuss this in High-Impact Research: The New Strategic Partner. Research World, March 2010].   

The TOP enabler is for research to identify and communicate insights that deliver business impact, going beyond the “What?” and “So What?” to the “Now What?”  This requires a different way of working, with a focus on collaboration, synthesis and storytelling.

What are the training needs? Top of the list are the journey from researcher to consultant; and storytelling and other impactful communication skills.  Additional training needs include synthesis skills, development of rich insights, and learning about new research modalities.

So, what should corporate research leaders do?  Here’s a short “to do” list:

1. Become a great consultant (or risk being replaced by one!)
2. Negotiate a Management Contract to enhance your role
3. Evaluate staff capabilities and implement training for consulting skills, storytelling, synthesis and insights for impact
4. Leverage and integrate new research modalities
5. LEAD!!  A sea change is coming

I would enjoy hearing from you.  Contact me at Ian@consultcambiar.com.

Keys to Success

Simon Chadwick, Managing Partner

One of the strongest and most frequent complaints we hear from market research clients is that suppliers “don’t get their business” – i.e. they don’t display a fundamental understanding of the client’s category, needs, competitive context or even internal processes and decision making. I often hear this in relation to new business pitches, where research companies come in ill-prepared to discuss their wares in the context of the client’s business and its needs. It’s also one of the top reasons that clients give for being less than satisfied with their current suppliers.

Recently, we were asked by a research supplier to define “getting the business”. What do clients mean by this and how should research companies act to show that they really do “get it”? Well, here are a few thoughts.

First of all, “getting the business” is a mindset. You are curious about the client; you have an insatiable desire to understand everything about them. You are able to put yourself in their shoes, to empathize with them. From that mindset comes meticulous preparation, whether what you are preparing is a pitch, a proposal or a report. What data can you find, from as wide a set of sources as possible, that will help you understand the client better? What previous research in their category is there that can help paint a picture of their competitive context? What has been published about them in the business and trade press? What do you know about their products? What can you find out about their financial health and their strategy? (A good tip here is to find podcasts or recordings of recent investor and analyst calls they have held).

Given this mindset, here are five things that demonstrate that you really do “get” the business:

1. You demonstrate an understanding of key financial metrics (P&L’s, balance sheets, ROI, etc.)

2. You show an understanding of marketing and have an appreciation for what marketers do and the situations they face

3. You demonstrate deep knowledge of the client company:

- its process (for example, in new product development or strategic planning)

- its culture (how do decisions get made? how open are they to innovative thinking and approaches?)

- you know who the key stakeholders are, their roles and their needs

- you understand and can speak the company jargon.

4. You show real understanding and learning of the brand and its category

- you know the brand’s positioning

- you are aware of the history and trends impacting the brand and the category

- you understand, and keep up with, the competitive landscape

- you are abreast of the key issues and opportunities

- you know what the knowledge base of the MR department is concerning the brand and the category — or, if you don’t, you make it your   business to do so.

5. Finally, you are aware of what role MR plays in the organization

- does it have a strong objective voice?

- to whom does it report?

- is it viewed as a strategic partner or a tactical necessity?

- what is the relationship between your client and their client — and what are their client’s primary needs?

Do and demonstrate all of this and you will show that yes, you get the business – and, who knows, you may get the business!  Good luck!

]]> http://www.consultcambiar.com/2011/08/to-get-the-business-%e2%80%93-get-%e2%80%9ctheir%e2%80%9d-business-2/feed/ 0 http://www.consultcambiar.com/2011/07/do-your-reports-and-presentations-create-action-and-business-impact-%e2%80%93-or-groans/ http://www.consultcambiar.com/2011/07/do-your-reports-and-presentations-create-action-and-business-impact-%e2%80%93-or-groans/#comments Tue, 19 Jul 2011 17:40:24 +0000 cambiaradmin http://www.consultcambiar.com/?p=509 by Ian Lewis, Partner

I led client research departments for more than twenty years, and the thing that made me “groan” the most was when I received a draft PowerPoint exceeding 50 pages – sometimes 100 pages!   I recently interviewed an Insurance CMO, and he told of Sunday afternoons in Maine laboriously poring through research decks by the fireplace.  Another CMO said “Research tends to deliver 50-page PowerPoint’s – that’s not the pace of the business.”  A third CMO went further to say “The presentation should take 10 minutes. The conversation should last for hours.”

Why are we still delivering an obsolete product?  Do market research companies have a secret deal with the companies that sell paper and toner?

Do your team’s reports and presentations spark action by your clients?  Do they utilize storytelling techniques to engage the audience and make an emotional connection that is remembered and passed along?  Do they contain insights that connect with business action and impact?  Do they get to the “Now What?” (What your client should do) or do they stop at the “What?” (What you did or found).

Based on my experience as a client who has faced “Death by PowerPoint” too many times, here are seven things that – in combination – will get you started on the road toward killer presentations.  These seven are focused on business context, structure, insight and storytelling.  Our next blog will expand on storytelling, plus speak to format, design and how reports are utilized by the client.

1. Set a limit of 15 pages (this is generous) – the rest goes in an Appendix or on the client’s portal
2. Use just ONE of these pages for Business Context and Methodology
3. Make sure you know the business context and decision to be made, and that you get to the Now What? (What the client should do)
4. Know who the audience is for the presentation, and how it will be delivered (in person, by webcast, phone, or just sent?)
5. Write the story BEFORE you begin on the deck
6. Collaborate.  Don’t try to come up with insights in isolation.  Any good management consulting company gets a senior team together to work on insights and the Now What? – So why do researchers tend to work alone?
7. Make sure you have a true insight – an “aha” that connects with business action of value- not just “findings” that are now labeled “insights”

Want to improve your impact?  Cambiar recently launched Communicating For Impact Training Program in response to a number of requests for consulting and training in this area.  Our highly interactive, three-step program combines training in insight development and communications skills so that your team can create reports and presentations that deliver business impact for your clients.    We review your team’s reports and presentations, then incorporate our feedback into an interactive seminar, and follow up with individual coaching to make it stick.  Contact Ian Lewis – ian@consultcambiar.com or Simon Chadwick – simon@consultcambiar.com for more information.