Conducting Market Research for Clients

The most valuable business lessons are learned in the market — not in the boardroom. Spreadsheets can tell you what’s happening, but conversations tell you why. That’s why I believe market visits are not just a routine — they are a leadership essential. When you step into the market, you see your business through the eyes of your customers, partners, and consumers. You hear their stories, their challenges, and their aspirations first-hand. You witness how your products fit into their daily lives — and sometimes, how they don’t. This unfiltered feedback is gold. It shapes better decisions, sharper strategies, and more relevant innovations. For me, these visits are about more than gathering insights; they’re about building trust. When customers and consumers see leaders listening — truly listening — it strengthens relationships and sends a clear message: Your voice matters. At the end of the day, brands are built not in meeting rooms, but in markets, stores, streets, and homes. That’s where we earn loyalty, one conversation at a time. #Leadership #MarketVisits #CustomerFocus #ConsumerInsights #BrandBuilding

Learning from Airlines: Can Telcos Better Monetize Their Data? In both the airline and telecom industries, we navigate through a landscape characterized by high capital expenditures, stringent regulations, and a fragmented market. Airlines, however, have excelled in one key area: segmentation. By strategically segmenting passengers- first class, business, premium economy, and economy-they manage to extract varying levels of revenue and profitability from the same limited space on an aircraft. This segmentation isn’t just about seat preference; it’s about monetizing each square meter of an aircraft differently, depending on the passenger type. So, how can this apply to Telcos? Just as airlines maximize revenue per square foot, telecom operators could think about deeper segmentation in how they monetize networks. Currently, we see some level of differentiation—enterprise clients, business-critical services, and regular business users all receive varying levels of service and pricing. However, there might be an opportunity to dive deeper into this segmentation. What if Telcos could apply a more nuanced approach to data value? By considering not just who is using the data but how and why they are using it, Telcos could introduce more sophisticated pricing models. For instance, data used for mission-critical operations in a hospital could be valued and priced differently than data used by a small business for basic operations. This kind of deep segmentation could enable Telcos to not only better serve their clients but also maximize the revenue per gigabyte of data. Airlines have shown that a one-size-fits-all approach leaves money on the table. It’s time for Telcos to ask themselves: Are we truly maximizing the value of our ‘square meters’ of our networks? The answer could lie in a more finely tuned segmentation strategy.

Sales doesn’t live in dashboards. It lives in the dust and the rough terrain of the country side. This week, while reflecting on our field visits, one thought stayed with me: We sometimes mistake visibility of numbers for visibility of reality. Reports tell us what happened. Market visits tell us why it happened. The moment you step into the market: • You hear the dealer’s real concerns (not filtered versions) • You see competitor movement before it shows in data • You understand pricing, sentiment, demand shifts — in real time • And most importantly, you build trust where business actually happens No analytics tool can replace the sentence: “Sir, market ka mood badal raha hai…” Sales teams win when they: ➡️ Observe before they conclude ➡️ Listen before they prescribe ➡️ Walk the market before they work the spreadsheet Because insights are not downloaded. They are discovered — one visit at a time. Vivek Sutra: The day you skip the market, the market skips your brand. #SalesLeadership #MarketVisit #CustomerCentricity #FieldSales #Leadership #SalesStrategy #LearningFromMarket

“Is this statistically significant?” – every stakeholder ever I’ve lost count of how many times I’ve had to answer this. But statistical significance was never designed for qualitative research. We’re not trying to publish academic research We’re not trying to prove universal truths We’re trying to reach theoretical saturation, the point where additional research doesn’t give us new insights Here’s how I handle the question when it comes up: 1. Stop inviting the wrong conversation Numbers like “3 out of 5 users struggled with this” only open the door for debate. Instead, frame findings in a way that’s harder to ignore: ↳ “Users consistently struggled to find this feature.” ↳ “Most participants expected X but got Y.” ↳ “A clear pattern emerged around [pain point].” 2. Reframe the question from stats to risk When stakeholders ask about statistical significance, what they really mean is: “Can we trust this enough to act on it?” My response? “If five people hit the same pothole and wreck their car, how many more do you need before fixing the road?” 3. Shift the focus to theoretical saturation Qualitative research is about reaching a point where more research isn’t adding new insights. ↳ 5 users per segment often surface major issues ↳ 10-15 users per segment usually reach saturation ↳ If you’re still getting new insights after that, your scope is too broad 4. Tie insights to business impact If an insight affects conversion, retention, or revenue, debating sample size is just a distraction ↳ If three enterprise customers say onboarding is confusing, that’s a churn risk ↳ If two usability tests expose a checkout issue, that’s abandoned revenue ↳ If one customer interview reveals a security concern, that’s a crisis waiting to happen 5. Flip the question back on them Next time someone asks if your findings are statistically significant, ask: ↳ How many lost users would be enough to take this seriously? ↳ How much revenue would we need to lose before fixing this? ↳ Would you want us to wait for more data if this were your experience? Research isn’t about proving something is true. It’s about preventing costly mistakes before they happen. How do you handle the statistical significance debate? Drop your best response in the comments

Over the past year, I spent close to 25% of my time on the road, covering 35,000+ km to visit growers, processors, and partners. One operational reality becomes clear very quickly: the most efficient route is rarely the one that gives you market access. In agriculture and agri-business, the “highways” are well known - central clusters, documented supply bases, familiar counterparties. But when you’re building solutions that must perform under climate stress, pathogen pressure, and volatile market dynamics, you almost always end up off those routes. That’s where you find: - Large-scale growers operating outside mapped clusters - Processors solving quality and consistency gaps upstream - Production systems that work, but aren’t visible to the market These routes are slower and less predictable. But they’re where trust is built, adoption stabilizes, and risk becomes manageable. In emerging markets, market development is rarely about speed. It’s about presence, repeatability, and who shows up consistently. In a nutshell, the road matters less than what it connects (and how often you’re willing to take it) .

You are not a drive-thru window. Stop acting like one. Too many data analysts operate as ticket-takers. A stakeholder screams an order, and the analyst scrambles to fry the fries. This dynamic guarantees burnout, resentment, and low-value work. The solution is not to work faster. It is to change your operating model. You must stop acting like a technician and start acting like a consultant. Here is the framework to stop taking orders and start managing commitments. 1. Find the Ask Behind the Ask Never accept a tactical data request at face value. Stakeholders rarely know the solution they actually need. Always ask: What business problem are we trying to solve? 2. The Proposal Protocol You need a proposal for every project. Even if it is just a three-sentence email. Define the deliverables and the timeline immediately. If it is not written down, it does not exist. 3. Bifurcate the Objectives Distinguish between "Client Objectives" (grow revenue +5%) and "Engagement Objectives" (build the churn model). You cannot control the market. You can only commit to your output. Do not let them conflate the two. 4. Be the Scope Sovereign If you do not define the box, you cannot stay inside it. Scope creep kills analysis teams. Treat every "quick extra view" as a new project, not a favor. You are not employed to clear a queue. You are employed to solve problems. Stop taking orders. Start defining and managing expectations. Art+Science Analytics Institute | University of Notre Dame | University of Notre Dame - Mendoza College of Business | University of Illinois Urbana-Champaign | University of Chicago | D'Amore-McKim School of Business at Northeastern University | ELVTR | Grow with Google - Data Analytics #Analytics #DataStorytelling

Are you facing tight deadlines and high expectations in your data projects? Here is how to manage the expectations of your stakeholders: 1. 𝗦𝗲𝘁 𝗖𝗹𝗲𝗮𝗿 𝗘𝘅𝗽𝗲𝗰𝘁𝗮𝘁𝗶𝗼𝗻𝘀 𝗘𝗮𝗿𝗹𝘆: Be upfront about the data’s limitations. Let stakeholders know the potential roadblocks like missing or messy data and how it will impact the timeline and results. 2. 𝗣𝗿𝗶𝗼𝗿𝗶𝘁𝗶𝘇𝗲 𝗕𝗮𝘀𝗲𝗱 𝗼𝗻 𝗜𝗺𝗽𝗮𝗰𝘁: When the requests start to become too much to handle, focus on the questions that will create the most value. Don’t try to solve every problem at once. Be clear on which insights will have the biggest impact on the business. 3. 𝗖𝗼𝗺𝗺𝘂𝗻𝗶𝗰𝗮𝘁𝗲 𝗥𝗲𝗴𝘂𝗹𝗮𝗿𝗹𝘆: Keep stakeholders in the loop throughout the project. Provide updates on progress, any roadblocks, and potential changes. This helps manage their expectations and builds trust. 4. 𝗦𝗶𝗺𝗽𝗹𝗶𝗳𝘆 𝗬𝗼𝘂𝗿 𝗗𝗲𝗹𝗶𝘃𝗲𝗿𝗮𝗯𝗹𝗲𝘀: Stakeholders don’t care about the complexity of your work. They only care about actionable insights that enable them to make decisions. Present the most important takeaways clearly, and avoid overwhelming them with too much detail. 5. 𝗞𝗻𝗼𝘄 𝗪𝗵𝗲𝗻 𝘁𝗼 𝗣𝘂𝘀𝗵 𝗕𝗮𝗰𝗸: Sometimes, you’ll need to push back on unrealistic timelines or requests. Frame it as the chance to deliver more accurate, meaningful insights rather than rushed, incomplete results. With well-managed expectations, you can make your life much easier and deliver more reliable results for your stakeholders. How do you handle stakeholder expectations in your role? ---------------- ♻️ Share if you find this post useful ➕ Follow for more daily insights on how to grow your career in the data field #dataanalytics #datascience #stakeholdermanagement #expectationmanagement #careergrowth  

If I was running ABM at a fast-growing security company (like Wiz, Snyk, or Netskope), here's how I'd avoid wasting money on bad-fit accounts. 👇 AI Segmentation. Most companies segment by industry. They say something like: "We target Tech, Retail, and Hospitality companies with 1,000+ employees." Motel 6 and Airbnb show why this breaks. Same firmographic profiles. But very different business situations, needs, and priorities when it comes to information security (or any tech purchase). You wouldn't sell to them the same way. AI Segmentation helps you uncover and target the highest value segments for your business, beyond basic industries. Here's how I would do this for a security company: 1.) Segment on business situation (not industry). -- Analyze your best customers (high NRR, high ACV). -- Group by specific situations that align to your value prop. e.g. Security Maturity Level, Security Use Cases, Compliance Sensitivity, etc.  -- Find the *natural* clusters based on value, not generic industry labels. 2.) Identify segments with AI. -- Use Keyplay AI to categorize every account in your market. -- Backtest segments against historical data to find which segments have the highest NDR, ACV, and Win Rates. -- Find new ICPs, outside generic vertical groups. 3.) Action the data -- Create ABM plays at intersections with highest win rates. -- Develop content specific to each segment combination (e.g., "Cloud Security for Advanced DevSecOps Teams in Retail") -- Refine your segmentation models as you grow. This process can reduce non-ICP Spend (waste) by 20-30% and help you find thousands of net new target accounts. Don't just throw your budget at industries. Find the segments where your solution resonates most, where you win often, win fast, and win big. That's strategic segmentation. p.s. If you want me and my team to kick-start this process for you, we're offering a free strategic segmentation analysis to CMOs at SaaS security companies with >$20M ARR. Get your report here --> https://lnkd.in/gMezS4Zk #ABM #ICP

Having attended a thought provoking keynote this week from the Hon. Joel Fitzgibbon GAICD who shared his predictions for the upcoming Australian election, coupled with the current trade wars, things are looking a little uncertain at the moment. When resources are tight, maintaining client trust requires a mix of transparency, prioritisation, and creative problem-solving. Here are some key strategies to keep relationships strong: 1️⃣ Set Clear Boundaries & Expectations Clients appreciate honesty. Be upfront about what your team can realistically deliver and by when. Under-promise and over-deliver wherever possible to build confidence. 2️⃣ Prioritise High-Impact Activities Not all tasks are created equal. Focus on the work that drives the most value for the client rather than spreading your team too thin across less impactful tasks. 3️⃣ Leverage Technology & Automation Use AI tools, automation, and streamlined processes to reduce manual effort without compromising quality. Even simple automation (like email sequences, chatbots, or templates) can free up resources. 4️⃣ Maximise Strengths & Delegate Strategically Identify what your team does best and lean into that. For areas where you’re stretched, consider outsourcing, leveraging freelancers, or forming strategic partnerships. 5️⃣ Over-Communicate, Especially in Crunch Times Silence breeds doubt. Keep clients in the loop with proactive updates. If there’s a delay, let them know early, explain why, and provide alternative solutions. 6️⃣ Build Client Involvement & Ownership Instead of always taking on everything, guide clients to be part of the solution. Can they provide input, handle minor tasks, or collaborate in a way that eases the workload? 7️⃣ Offer Tiered Support If you can’t provide full-service solutions, consider structured options—e.g., self-service resources, group coaching, or staggered deliverables. 💡 Question for You: Have you ever turned a resource constraint into a competitive advantage? Let’s swap stories! 🚀

Effective client management begins with proactive engagement, anticipating needs and potential hurdles. Mastering the art of listening plays a crucial role in this approach, allowing us to gain deep insights into our clients' operations and strategic objectives. Imagine setting the stage at the beginning of a project by discussing with your client: Dependency Exploration: 'Can we discuss any dependencies your team has on this project’s milestones? Understanding these can help us ensure alignment and timely delivery.' Impact Assessment Question: 'Should unforeseen delays occur, what impacts would be most critical to your operations? This will help us prioritize our project management and contingency strategies.' Preventive Planning Query: 'What preemptive steps can we take together to minimize potential disruptions to critical milestones?' Success Criteria Definition: 'How do you define success for this project? Understanding your criteria for success will guide our efforts and help us focus on achieving the specific outcomes you expect.' These discussions are essential for building a roadmap that not only aligns with the client’s expectations but also prepares both sides for potential challenges, reinforcing trust through transparency and commitment. By adopting a listening approach that seeks comprehensive understanding from the onset, we can better manage projects and enhance client satisfaction. Let’s encourage our teams to integrate these listening strategies into their initial client engagements. How have proactive discussions influenced your project outcomes? Share your experiences and insights. #ClientRelationships #AdvancedListening #BusinessStrategy #ProfessionalGrowth