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: While completing my Bachelor of Commerce at the University of Toronto, I was drawn to the study of marketing and statistics. This led me to market research, where I started working at a digital agency to hone my skill-set.
Over a number of years, I’ve had the opportunity to analyze data, write reports, moderate online focus groups, and design online tools for data collection in a variety of industries.
A: Given the amount of digital information available, the opportunities to combine and cross-pollinate across data sources are abundant. The challenge for analysts is to understand what information is available and choose the right set to tell a cohesive story, while ensuring they are not asking questions they already have answers for.
A: NHL player. If my access to money knew no bounds, I would hire a crack team of scientists to make me Sidney Crosby. Barring that unlikely change in circumstance, I’ll keep drafting him and (sometimes) winning at Fantasy Hockey.