Dealing with Sceptical Clients
After presenting the report for a major CI project to senior management, I found myself being questioned about the results of the study. It seems that a number of senior managers had made certain assumptions about the competition, and when they found that the report contradicted their assumptions they immediately called into question the results of the study and the methodology used.
As a CI Manager, I know that the methodology was valid, that we double-checked the data and the sources of the data, and that the conclusions we made are based on verified information. It’s just that these senior managers made the wrong assumptions.
How should one deal with the crossfire of internal politics?
This situation is one which most CI professionals (and Market Research professionals as well) will face sooner or later in their career: a client has a strong belief regarding the anticipated results of a study and, when that belief has been proven to be inaccurate, the client questions the results and those involved in the research.
In a recent study on wind turbines, a client questioned the results for a specific North American manufacturer, which indicated a high level of quality, high customer satisfaction and praise from industry experts. Further research and data were required to finally convince the client that the information was accurate and that, indeed, the manufacturer produced a high-quality product that was making strong inroads in the North American and global markets.
Knowing Your Client’s Biases
When interviewing or networking among internal (and external) clients, not only is it important to understand their information needs but also what their information biases are as well. Every client has a skewed view of the world based on their responsibilities within the company, their professional background and their experiences. As a CI professional, you should note clues these biases so that you will be able to address them during your research.
Being Prepared
When collecting and analyzing data, be prepared to respond to potential questions, especially if the information contradicts any set beliefs held by your clients.
If it is likely that the results of the study will likely engender criticism from clients:
1. Gather information from as many verifiable and reliable sources as possible;
2. Get more data than you usually need so that you can call upon a mass of data to support your findings;
3. Think about some of the questions that may be asked and answer those questions in your report;
4. Know your data and your sources thoroughly, because you may be asked a question you did not anticipate.
Conclusion
Understanding your clients’ biases can provide you with a forewarning of potential questions of study results. This will allow you an opportunity to gather sufficient, verifiable and cross-referenced data to be forearmed with the ability to answer those questions or criticisms.
You will never completely eliminate the possibility of criticism of study results but you can minimize their impact.