A bit on the wonky side and tailored for a niche audience but containing information useful to all.
Phillips, Barry, Gans, and Schardt present a guide to transforming and expanding market research to help build a company’s brand.
This business guide details the ways in which research can be used to better build and position a brand. Two of the authors are senior managers at PepsiCo, and two work with Zappi, the company PepsiCo partnered with to create Ada, a learning application that, per the book, transformed PepsiCo’s market research. The text outlines how PepsiCo Insights, the company’s research and marketing arm, affects the larger organization, offering nuggets along the way that can apply to any company looking to become more consumer-centric. The authors cover the history of consumer and marketing data, including the early days of surveys and focus groups, to more modern methods of collecting data online. Chapters include information on making market research more agile, finding the right platform (like PepsiCo’s Ada), gathering buy-ins from other people, and using AI in market research. (“AI will disrupt every phase of the research process,” the authors write.) Each of these topics is explored thoroughly, often through case studies from PepsiCo; in fact, the book often reads like an advertisement for the platform that PepsiCo and Zappi developed. (“To date, the platform has generated over 6,000 research products … and over $100 million in savings and improvements,” readers learn.) Still, there is useful information here. Chapters end with key takeaways and even more helpful action points (for example, build bridges across your organization, map out how your business uses market research right now, and work closely with IT). Though the guide reads like a textbook and can stray into the weeds with its diagrams, charts, and footnotes, there are portions that could appeal to anyone—for instance, the extremely useful final chapter (“The Bluffer’s Guide to Tech Terms”) provides a list of definitions for terms such as algorithm, augmented reality, blockchain, and user interface. Any reader can benefit from this information; heavy-duty researchers will appreciate the rest.
A bit on the wonky side and tailored for a niche audience but containing information useful to all.Pub Date: Sept. 16, 2024
ISBN: 9781781338698
Page Count: 208
Publisher: Rethink Press
Review Posted Online: Sept. 5, 2024
Review Program: Kirkus Indie
BOOK REVIEW
BOOK REVIEW
Striking research showing the immense complexity of ordinary thought and revealing the identities of the gatekeepers in our...
A psychologist and Nobel Prize winner summarizes and synthesizes the recent decades of research on intuition and systematic thinking.
The author of several scholarly texts, Kahneman (Emeritus Psychology and Public Affairs/Princeton Univ.) now offers general readers not just the findings of psychological research but also a better understanding of how research questions arise and how scholars systematically frame and answer them. He begins with the distinction between System 1 and System 2 mental operations, the former referring to quick, automatic thought, the latter to more effortful, overt thinking. We rely heavily, writes, on System 1, resorting to the higher-energy System 2 only when we need or want to. Kahneman continually refers to System 2 as “lazy”: We don’t want to think rigorously about something. The author then explores the nuances of our two-system minds, showing how they perform in various situations. Psychological experiments have repeatedly revealed that our intuitions are generally wrong, that our assessments are based on biases and that our System 1 hates doubt and despises ambiguity. Kahneman largely avoids jargon; when he does use some (“heuristics,” for example), he argues that such terms really ought to join our everyday vocabulary. He reviews many fundamental concepts in psychology and statistics (regression to the mean, the narrative fallacy, the optimistic bias), showing how they relate to his overall concerns about how we think and why we make the decisions that we do. Some of the later chapters (dealing with risk-taking and statistics and probabilities) are denser than others (some readers may resent such demands on System 2!), but the passages that deal with the economic and political implications of the research are gripping.
Striking research showing the immense complexity of ordinary thought and revealing the identities of the gatekeepers in our minds.Pub Date: Nov. 1, 2011
ISBN: 978-0-374-27563-1
Page Count: 512
Publisher: Farrar, Straus and Giroux
Review Posted Online: Sept. 3, 2011
Kirkus Reviews Issue: Sept. 15, 2011
BOOK REVIEW
IN THE NEWS
These are not hard and fast rules, but Meyer delivers important reading for those engaged in international business.
A helpful guide to working effectively with people from other cultures.
“The sad truth is that the vast majority of managers who conduct business internationally have little understanding about how culture is impacting their work,” writes Meyer, a professor at INSEAD, an international business school. Yet they face a wider array of work styles than ever before in dealing with clients, suppliers and colleagues from around the world. When is it best to speak or stay quiet? What is the role of the leader in the room? When working with foreign business people, failing to take cultural differences into account can lead to frustration, misunderstanding or worse. Based on research and her experiences teaching cross-cultural behaviors to executive students, the author examines a handful of key areas. Among others, they include communicating (Anglo-Saxons are explicit; Asians communicate implicitly, requiring listeners to read between the lines), developing a sense of trust (Brazilians do it over long lunches), and decision-making (Germans rely on consensus, Americans on one decider). In each area, the author provides a “culture map scale” that positions behaviors in more than 20 countries along a continuum, allowing readers to anticipate the preferences of individuals from a particular country: Do they like direct or indirect negative feedback? Are they rigid or flexible regarding deadlines? Do they favor verbal or written commitments? And so on. Meyer discusses managers who have faced perplexing situations, such as knowledgeable team members who fail to speak up in meetings or Indians who offer a puzzling half-shake, half-nod of the head. Cultural differences—not personality quirks—are the motivating factors behind many behavioral styles. Depending on our cultures, we understand the world in a particular way, find certain arguments persuasive or lacking merit, and consider some ways of making decisions or measuring time natural and others quite strange.
These are not hard and fast rules, but Meyer delivers important reading for those engaged in international business.Pub Date: May 27, 2014
ISBN: 978-1-61039-250-1
Page Count: 288
Publisher: PublicAffairs
Review Posted Online: April 15, 2014
Kirkus Reviews Issue: May 1, 2014
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