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 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 invest in our business and in our industry. Here are some of the things we are thinking about and working on.
We believe the marriage of big data and market research leads to deeper insights and action-oriented prescriptive analytics. This means getting a business’ behavioural, transactional, and social data out of their silos and combining it with customized primary research. To facilitate this integration, our data scientists have developed a suite of custom APIs and platforms like Dig Sandbox.
Integrating the latest in technology is one of Dig’s core values so our data scientists consistently use the latest machine learning and AI to refresh old methodologies and generate new ones.
Upsiide is a mobile app that engages the next generation in market research. It uses a swipe-left, swipe-right interface to assess ideas. The respondent task is simple, but it allows for sophisticated analytics.
We have used TURF (Total Unduplicated Reach and Frequency) to help companies make a variety of optimizations (menu, product line-up, coupon) since 2010. We now have an online tool that uses custom algorithms which allows for advanced analyses to be done quickly on a simple, self-serve interface.
We created tools to make data, particularly big data, easy to interpret. Network and correspondence maps can be created by our analysts, or by our clients, in a matter of minutes.
We are a multicultural company in a multicultural city. To further understand our world, we created the syndicated Newcomer Financial Monitor Report that helps Canadian financial institutions understand and assist newcomers.
We are delving into how perceptions on recreational marijuana are leading to legal and behavioural changes, and how legalization will cascade into adjacent industries: alcohol; quick serve restaurants, and consumer packaged goods. The Cannabis Culture Report helps us, and our clients, predict and prepare for this change.
To find out more about what Dig is thinking about and creating, please visit our blog.
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: My first real job after university was in market research operations, programming surveys and running tables. This gave me a solid understanding of survey design.
From there, I moved to client management on the supplier side, working at a range of agencies (Environics, Maritz, ACNielsen). I also did a stint on the buyer side at Kraft, which was a great opportunity to learn how research can affect decision-making.
I am one of the founders of Dig Insights (my basement is the original global headquarters). It was always a goal to see if I could be part of a team that builds a new consultancy. It’s been challenging to figure out how we can bring something new and meaningful to a crowded industry, but that challenge is also the fun part.
A: I think that research is really interesting because, at least how we do it at Dig Insights, it’s not a prescribed process. We start with the challenge, figure out a unique approach to addressing the challenge and then work through the data to figure out what it means.
We are constantly looking outside of research, to fields like economics or psychology to see what new learning we can leverage to build new tools.
I’m a bit obsessive. While I can think conceptually, I’m also really good at ensuring that the margins in a document all line up!
A: I’m really interested in breaking research out of its box. We try to work with the sales and finance teams within organizations and like the challenge of translating our research results into market projections.
A: I had to write an essay when I was around 10 about what I would be when I grew up. I said “nuclear physicist because there is likely low unemployment in the field”. I was practical even then.
If I left research, I would love the opportunity to make physical things: carpentry or metal work or industrial design are really interesting. Too bad I’m not very handy.