Identifying “the next big thing” is no easy task, but companies must constantly seek out new market opportunities in order to sustain long-term growth in an increasingly competitive environment.

Finding ways to generate additional revenue is at the cornerstone of any successful organization, and it’s particularly important now, as disruptive innovation, shifting trade policies, and rapidly evolving technologies force companies to adapt quickly.

Is there a real market for my product or service? If so, how big is the need? Will customers actually buy what I plan to offer? Entrepreneurs face these critical questions every day.

If you search for market research on Google, you are likely to pull up millions of results.

Unfortunately, not all market research companies are credible. If you rely on low-quality vendors, your own research and conclusions may be equally flawed. The adage “garbage in, garbage out” applies all too well.

Using research to support decision making may sound appealing in theory, but how do companies actually use market research in practice? What are the common approaches?

In order to make informed, data-driven business decisions, you need quality market research.

Market research is essential for all types of businesses in different stages of growth.

Ongoing market research is vital to your company's long-term success, whether you are looking to drive profitable growth, enter a new market, or sustain your competitive advantage over time.

In a recent survey of nearly 100 pharmaceutical and life science market research executives conducted by my company InCrowd, 80% identified their respective brand as being in a volatile market, characterized by disruption and uncertainty.

The last decade has been filled with unexpected events, from the global financial crisis to Brexit to the election of President Donald Trump. The reputations of polling companies have taken a public beating, and data gathered from surveys, interviews, and focus groups may fall under increased scrutiny as a result.

Given the current climate of volatility, how can consumer insight professionals, research analysts, and marketers choose the right forecasting methods and make meaningful predictions with confidence?

Satisfaction surveys are rife. From hotel stays to meals in restaurants, booking train tickets to searching comparison sites — as a consumer, you can barely get through a day anymore without someone asking about your customer experience and likelihood to recommend them to a friend.

The merits or pitfalls of this constant quest for consumer satisfaction data could be debated all day, but I’m not going to because (thankfully) B2B is different. Here, customer satisfaction measures are normally less frequent and more bespoke, with programmes typically conducted anywhere from quarterly to biennially.

“How is my brand perceived relative to competitors?”

“What perceptions of my brand most drive behavior?”

“How do I positively impact perceptions of and behavior toward my brand?”

These are common, vital questions raised by marketers and brand managers. Measuring a brand’s “health” – how consumers perceive and interact with the brand, and how perceptions and behaviors align with revenue – is a common objective in market research, but is often not achieved because not all elements of brand health are measured.