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: I started my journey in marketing and market research at DIAGEO in Jamaica. While at DIAGEO I worked across the Caribbean as well as in Asia. My roles spanned brand management and consumer insights moving from Head of Consumer Planning to Director of Marketing and Innovation. Next, I moved to head the marketing communications and research units for the largest telecommunications firm in Jamaica. I then formed a marketing and research consultancy, serving clients in beverage alcohol, snacks, medicine, agriculture and social enterprises.
Most recently and directly before DIG, I worked on membership development with the Marketing Research and Intelligence Association (MRIA) in Toronto.
A: I believe that more than ever before, companies will strive to get a better understanding of their consumers and what drives their behaviours. Many companies will seek to adopt online technology to gather consumer data and insights cost -effectively.
Research agencies will need to skilfully use the available technology to deliver insights quickly, if they are to be successful at keeping ahead of this trend. I believe that firms will place more value on agencies that fulfil the traditional functions more efficiently while providing value-added services that supports the company’s ability to profitably leverage the consumer insights gleaned, to delight their customers.
A: In an alternate universe, I would have been a chef while running a global prepared foods and sauces empire that promotes the cuisine of the Caribbean.