Content Strategist Don Hoyt Gorman reveals some insights from the research and strategy desk at The Frameworks
In order to get to meaningful, impactful content, you need to start by listening.
We do this all the time on behalf of our clients. We ask questions, broadly and precisely so we can understand as well as possible the outline of the challenge. Getting this part of the job right sets us up to deliver better strategies and content and design than we could otherwise do. So, we listen; professionally.
Here are a few things that we’ve learned in the process:
Don’t hesitate to question the client’s perception of their problem
Clients come to us when they have identified a challenge that they need solving. Often, the brief goes like this: “This is the shape of our problem, we’ve identified we need a solution, we’d like to hire you to tackle it.”
That’s a great starting point for a client project. But, how has the client framed the challenge? Realistically, it is a result of internal processes, dialogues and power play. It’s biased. So, our first job is to validate the problem as it’s been described.
On a project for a maritime engineering firm, I conducted interviews with internal stakeholders to get to the root of a brand-perception problem that senior executives wanted to change.
Two themes emerged. Many employees believed their company was a beloved stalwart of its industry: trusted and dependable. But others — almost a third of the employees I spoke with — had a different story.
The company was arrogant, expensive, lacking in innovation and slow to deliver compared to its competitors. And, they assured me, customers were looking elsewhere to place their business.
That much the client knew, but there was more at play. Nearly all of the employees who had the negative brand story to tell were former employees of the company’s nearest competitor.
So we re-interviewed to interrogate the negative perception and learned that it had been cultivated as competitive propaganda. It should have been obvious to management, but it wasn’t. And just identifying that perception issue helped decide our strategy (hint: internal comms).
Research the context of the problem, then research the problem itself
All researchers and strategists face the same challenge: ‘How do we ask questions about a problem we don’t yet understand?’
Divide the research in two. First, we encourage asking open questions about the context of the problem at hand. Have we understood the problem correctly? Are there underlying issues, trends or forces that may be driving the situation?
We ask questions, at first, to ensure we ask the right questions next. Then we define the problem and design the research approach that will give us the data, information and knowledge. Then, share insights and recommendations on what to do next.
Listen for the opportunity to reframe the research
I learned a good trick from an old newshound mentor: at some point in an interview, just say nothing. Carry on writing notes. Let the interviewee step in to fill that empty space. Because, more often than you would think, they’ll tell you what the real story is.
No matter how well we research and prepare for interviews, we are always imposing a set of parameters onto a subject’s experience. If we are diligent and lucky, perhaps we will understand their situation almost as well as they do. But most of the time, that’s not actually the case; what we need to do is let our subject tell us what the story is, from their perspective.
So, we give them that space. Let them tell us. And then, we listen and let our questions be guided by the real-world situation they are in.
Remember that research is a brand experience
When we ask questions — of employees, subject matter experts, customers and others — we know that the experience of being asked is also an experience of the brand.
When designing surveys and interviews for employees and customers, we keep in mind that we are crafting an experience that represents our client. And creating a thoughtful, informed, positive experience for research subjects helps us get the information we need, while also conveying that our client cares about their thoughts and experiences.
Market research shouldn’t be treated like market-facing brand activities — it needs to be able to operate free from those guidelines. But it behoves the team asking the questions to remember that the act of asking is in itself an extension of the brand’s personality.
Listening is a powerful way to build trust, even in B2B
In big B2B organisations, there is hesitation around directly asking what customers want and need. ‘Surely, if we know our business,’ these clients say, ‘we shouldn’t have to ask our customers what they want.’
But if you don’t know how others experience you or the value you offer, can you really say you know your business?
So ask questions, and listen to your customers. Speak to them. Engage with them. Be open to their circumstances, their fears, their ambitions and their demands. Always be listening, if possible. But if that’s not possible, do your research. Or hire someone to do it for you.
It's not easy to come up with an idea that will improve the lives of your customers and the world they inhabit. Research projects offer us the opportunity to speak directly to the people a brand is for, to hear from them about their concerns, their world and their hopes for the future.
In amongst the stats and the quotes, there are insights that fall outside the primary scope of research, but nonetheless offer brands the opportunity to pin genuine ideas and insights onto the boardroom wall.
Listen, then act
As a content strategist, I lead research that is designed to help our clients tell their stories clearly, creatively and effectively. There was a time when the expected output of B2B market research was solely about leveraging data to optimise our clients’ business goals. But there is change afoot.
Today, asking questions and listening to answers is — perhaps as it always should have been — critical for brands that want to be part of the conversations about environmental, social and cultural issues. It’s an opportunity for brands to become self-aware, to consider themselves as corporate citizens and to hear and amplify the concerns and values of their customers.
And so, on behalf of all of our clients, we question the questions, embrace the answers – even the surprising ones – and never, ever stop listening.