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Speak Marketing Research with a Management Accent

At the AMA's 2010 Applied Research Methods conference, Richard Chay, of Chay McQueen LLC, discussed "Presenting Results: How to Speak Marketing Research with a Management Accent". Richard began by emphasizing that it is "not enough to be a great researcher, brilliant analyst and terrific manager." You have to be a good communicator as well, and those are skills that come with practice and require continuous improvement. Conversely, the lack of good communication skills is career limiting. According to a survey conducted by the National Alliance for Civic Education, out of 21 characteristics sought by employers, communication skills was tied for most important with honesty/integrity.With that in mind, Richard presented the following key ideas to help you communicate better with C-level management (CEOs, CMOs, CIOs, CFOs, etc.).

• Convert research outcomes into financial metrics. The focus of senior management is on the bottom line. "It takes only 2-3 cents per share earnings shortfall to cause a CEO to ‘walk the plank'." Pitch research as an investment rather than a cost. "How much will the research save the company? How does the research reduce financial risks associated with a new product or service? What is the payout on the research?" 
• Be flexible. Richard related the story of working for a company that had as one of its major accounts Coca Cola. His CEO asked him to prepare a detailed presentation for Coca Cola executives; he spent weeks researching it, writing it and even rehearsing it. While flying to Atlanta with his CEO to deliver it, the CEO decided at the last minute that as a team they had more important things to present and sent Richard back on the next plane. "It's not about you; it's about them," he concluded. You have to work within management's agenda and their schedule and not yours. Realize that their priorities will change.
• Be succinct. Start with the premise for the research (c.v. The Essential Question) and then immediately make your conclusions and recommendations (c.v. Structuring Your Survey Report). Only then go into the body of supporting detail - think of your structure like a sandwich, with the meat of your presentation (the conclusions) packaged between the "bread" of the opening and the body. All too often you will be asked to give your presentation in less time than was originally allotted; this format supports that possibility. "What if they won't listen to you after you present the results up front? That's fine; again, it's not about us; it is about them."
• Prepare an elevator speech. Can you explain the work you are about to present in the time it takes to ride up in an elevator? By thinking of this in advance, you focus on what is important: it can become the framework for the executive summary of your report; it steers you towards brevity and efficiency. 
• Identify the worst question that you could be asked. Think of "the most unnerving question - that killer question that stops you cold". Brainstorm with your research team, asking each of them, "What is the worst possible question we can be asked?" Do this multiple times until you have an exhaustive list. Prepare answers in advance. Once you have readied answers for the worst possible questions, the easy questions will take care of themselves.
• Sell the research ahead of your presentation. Perhaps you have really good news-or really bad news. Make sure to educate the team that will be held accountable before the presentation. "As a researcher, I like surprises! I like finding new things in the data. But that is the last thing a brand manager or VP of marketing wants. Give them a heads up about the results and what the tone of the meeting will be like."
• Match management's frame of reference. Most C-level positions are accustomed to looking at accounting reports, P&Ls and balance sheets. "What do researchers have in common with them? Rows and columns! What do managers have that we don't? Norms and comparisons." Any CEO or CFO is used to comparing numbers from the current quarter to the prior quarter and the year-ago quarter, comparing last week's sales to this week's sales, comparing the last hour's retail activity with the prior hour's activity. Yet researchers write a questionnaire and report back that 27% liked something. What does that compare to? What does it really mean? When you write a questionnaire, structure it to provide comparisons. In a recent survey, Richard asked about satisfaction with Barack Obama - and he asked satisfaction with past Presidents as well, for a basis of comparison. 
• Provide multiple measures. Just as balance sheet has all kinds of similar measures -- ROI, ROA, earnings, EBITDA - researchers need to provide similar measures: overall satisfaction, purchase intent, repurchase likelihood, willingness to recommend.

To speak marketing research with a management accent, translate to the language management understands, which is finance.