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 discovered Market Research when I was completing my degree in Canadian Studies and Political Science at Carleton University. I had to complete a course in quantitative methods as a requirement for my Political Science program. I heard bad reviews of the course from students that had already completed it; this of course caused me to dread it. To my surprise, it was among my favourite courses that I completed at Carleton, and it was then that I knew I wanted to pursue a career in research.
I decided to pursue a post-graduate certificate in Market Research and Business Intelligence at Algonquin College, after completing my degree at Carleton. I was hired by MD Financial Management for my internship in my second semester of the program. There, I conducted surveys, polls, focus groups, and other internal market research that helped shape financial products and services for CMA Members. I also helped to manage their internal panel, called MD Voice, which enabled MD to quickly ask Members for their opinions on current and potential products/services.
A: Asking the “right” questions is critical! If we are not asking clients the “right” questions, it could result in us developing a report comprised of data / information that fails to offer actionable insights.
A: Do-it-yourself market research apps have made it relatively easy for businesses to set-up and launch their own studies. It is critical for research firms to effectively compete with such applications, and highlight their importance to the research process. I believe that more firms will identify themselves as consultants that provide actionable insights, as opposed to merely analysts that present data reports.
A: I often like to channel my inner Martha Stewart! If I was not in research, I would be working as an event planner. My goal would be to customize events based on the personalities of my clientele, avoiding generic themes. I believe that it is important for events to represent the unique qualities of person(s) / companies they are planned for.