Great market research considers all sides of a business decision. It leads to tough choices and doesn’t dance around recommendations. Above all, it provides context and clarity.
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Businesses need clear direction. But the world is complex. Market research that ignores that complexity is often simplistic, superficial or wrong. We don’t cut through complexity. We deal with it. We factor it into our research. We filter and refine it.
Answers that resolve the divide between complexity and clarity. Answers that are correct. If this is interesting to you, read some stories of how and for whom Dig has worked. Or, see who’s behind Dig. Have complex questions? Need clear answers?
Dig brings market research into the real world. This requires us to integrate complexity – business questions, competitive contexts in which consumers make choices, and methodological decisions. We can do this because our senior consultants collaborate internally and with clients on every project to develop custom-designed solutions that address the business’ needs. Our methods are more labour intensive, but they deliver superior results.
We eagerly look outside of market research, and then integrate the opportunities we discover into advanced methodologies and ways of delivering data. We don’t ask people why they think or behave a certain way; we derive it. We don’t ask people what they will do; we create simulated decision environments and allow them to act. Wherever possible, the numbers we present are those that matter to the business: volume, revenue and profit.
A lot of market research lives in a parallel universe, where people know why they do what they do, where their choices are logical, where they can predict their own behaviour. It’s a place where methodologies developed years ago, that no longer reflect current thinking, are permitted to survive. This universe has its own language. A language of top two box scores and performance vs. normative databases that are filled with failed ideas. This language is divorced from the language of business.
This other universe exists because it benefits many market research vendors. It allows for simplistic, scalable methodologies that can be managed by junior staff. But this universe does not benefit market research users. Those who enter it find that research often becomes an obstacle to change. We Dig people have all seen this universe, clocked its failings, and created a better one of our own. Have complex questions? Need clear answers?
We help our clients understand the market. We translate that understanding into action. We build a business case for change. And we speak in the language of business.
We have experienced strong growth since our launch in 2010. This creates opportunities for learning and career advancement. The roles we have listed here are our perspective on what we need. But we try to be open-minded. If you think you would be a great addition to the Dig team and have a different vision of what role you can play, please contact us.
We are focused on building a better market research agency. What does “better” mean? The most important thing to understand is that we have tools, approaches and a perspective on how research should be done, but we do not sell ‘canned’ methodologies. So if you want to manage an established process, Dig is not the place for you. People who succeed at Dig Insights either have a fantastic technical understanding of market research or are willing to build this understanding. Ideal team members are smart, creative and fun. They use quantitative research to work through complex questions and deliver clear answers. They question established research practices and are passionate about helping our clients to move their businesses forward. They are comfortable working in a fast moving, flat organization.
We are looking for people to fill these roles:
A: I have a varied background, having started in strategic brand management at Cara Operations before moving into financial services at CIBC, where I performed brand valuations. On the consulting side, I have worked on strategic planning initiatives for a number of Fortune 500 companies. On the research supplier side, I have worked for a number of clients on everything from: conjoint and trade-off analysis, brand valuation; communications testing; concept testing; and usage & attitude studies. Being one of the founders of Dig Insights has been one of the most challenging and rewarding experiences of my life.
A: At its most fundamental level, market research needs to not only assist in making strategic choices, but also provide the inputs that build the business case for those decisions. My approach is to drive research results to a business case level. Research is not an end unto itself; it has to be something that drives sound strategies. I am highly analytical by nature and I like to use mathematically sophisticated techniques that provide actionable data and findings.
A: I think that research, like many industries, is being highly impacted by new technologies. Mobile and do-it-yourself techniques (i.e. Survey Monkey, Vision Critical, Qualtrics) as well as “Social Listening” and “Big Data” are all having different impacts. Ultimately, I think the days of simple concept tests and tracking studies driving big revenues for full service firms are numbered. Research needs to be more strategic, custom and sophisticated. Results need to be in the language of business and insights need to be informed by business acumen, not just simple statistics.
A: I once seriously considered stand-up comedy. Usually those mathematically inclined aren’t viewed as social or funny. However, I think comedy requires you to look at situations in new ways and from different angles. The act of writing a good joke is similar to developing a good strategy. Good jokes make you see things in a new way and often uncover a hidden truth that you didn’t see before. Likewise, good research and good strategy requires looking at numbers in ways that aren’t always initially obvious and developing insights that uncover hidden truths.