BSBMKG506 Learner Guide V1.1

BSBMKG506
Plan market research needs

Learner Guide
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BSBMKG506
Plan market research needs
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Table of Contents
Table of Contents .............................................................................................................................. 3
Unit of Competency.............................................................................................................................. 6
Performance Criteria ............................................................................................................................ 7
Foundation Skills................................................................................................................................... 8
Assessment Requirements ................................................................................................................... 9
Housekeeping Items ............................................................................................................................... 10
Objectives ............................................................................................................................................... 10
1. Identify market research needs.................................................................................................... 11
1.1 – Communicate role of market research in enterprise operations to relevant personnel .............. 12
1.2 – Identify contribution of market research to enterprise activity.................................................... 12
Identify the market research needs ................................................................................................... 12
Communicate the role of market research ........................................................................................ 13
Market research options .................................................................................................................... 14
Activity 1a ........................................................................................................................................... 17
1.3 – Analyse enterprise planning and performance documentation to determine research needs.... 18
What is enterprise planning and performance management? .......................................................... 19
Determine market research needs? ................................................................................................... 21
Activity 1b ........................................................................................................................................... 23
1.4 – Consult relevant personnel to determine research needs ............................................................ 24
1.5 – Develop statement of market research needs .............................................................................. 26
How much will this cost? .................................................................................................................... 27
Activity 1c ........................................................................................................................................... 29
2. Define market research objectives ............................................................................................... 30
2.1 – Draft research objectives............................................................................................................... 31
Strategy............................................................................................................................................... 31
Activity 2a ........................................................................................................................................... 34
2.2 – Undertake preliminary project scoping ......................................................................................... 35
2.3 – Consult with relevant personnel on draft research objectives to ensure relevant and useful
information is gathered .......................................................................................................................... 35
2.4 – Review and finalise draft objectives in light of scoping parameters ............................................. 35
Scoping ............................................................................................................................................... 35
Look further afield than the obvious when seeking to consult with others ...................................... 39
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Activity 2b ........................................................................................................................................... 40
3. Define data gathering approaches ............................................................................................... 41
3.1 – Self-check final text for accuracy and grammar, and ensure syntax is appropriate for the
intended purpose and audience of the text ........................................................................................... 42
3.2 – Determine combinations of types of data to best inform objectives ........................................... 42
3.3 – Identify and evaluate suitable data gathering methods ............................................................... 42
3.4 – Identify data sources ..................................................................................................................... 42
3.5 – Quantify required data .................................................................................................................. 42
How are you proposing to access and manage the data? .................................................................. 43
Primary and secondary data ............................................................................................................... 49
Activity 3a ........................................................................................................................................... 51
3.6 – Identify and evaluate suitable data processing methods.............................................................. 52
3.7 – Make decisions on data types, combinations, gathering methods, sources, quantities and
processing methods ............................................................................................................................... 52
Quantitative market research ............................................................................................................ 52
Considerations when maintaining information to ensure data is secure .......................................... 56
Activity 3b ........................................................................................................................................... 57
4. Develop market research plan ..................................................................................................... 59
4.1 – Estimate resources and timelines required for market research projects .................................... 60
Estimate resources ............................................................................................................................. 60
Activity 4a ........................................................................................................................................... 63
4.2 – Determine feasibility of market research projects ........................................................................ 64
What do you do with the information? .............................................................................................. 65
Activity 4b ........................................................................................................................................... 67
4.3 – Prepare market research plan for approval .................................................................................. 68
4.4 – Obtain approval to implement plan from appropriate personnel as required ............................. 68
Typical plan structure ......................................................................................................................... 68
Do you need approvals by an ethics committee for your research plan?.......................................... 69
Approval of design and budget .......................................................................................................... 70
How do you intend meeting your objectives? ................................................................................... 71
Activity 4c ........................................................................................................................................... 74
Group Activity ..................................................................................................................................... 75
Skills and Knowledge Activity ............................................................................................................. 76
Major Activity – An opportunity to revise the unit ................................................................................ 77
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References .............................................................................................................................................. 79
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Unit of Competency
Application
This unit describes the skills and knowledge required to plan market research by identifying market
research needs, defining market research objectives, identifying data gathering approaches and
developing a market research plan.
It applies to individuals in a non-market research organisation who conduct market research planning at
a managerial level.
No licensing, legislative or certification requirements apply to this unit at the time of publication.
Unit Sector
Business Development – Marketing

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Performance Criteria
Element Performance Criteria
Elements describe the Performance criteria describe the performance needed to
essential outcomes. demonstrate achievement of the element.
1. Identify market 1.1 Communicate role of market research in enterprise

research needs operations to relevant personnel
1.2 Identify contribution of market research to enterprise
activity
1.3 Analyse enterprise planning and performance
documentation to determine research needs
1.4 Consult relevant personnel to determine research needs
1.5 Develop statement of market research needs
2. Define market 2.1 Draft research objectives

research objectives 2.2 Undertake preliminary project scoping
2.3 Consult with relevant personnel on draft research objectives
to ensure relevant and useful information is gathered
2.4 Review and finalise draft objectives in light of scoping
parameters
3. Define data gathering 3.1 Identify types of data required to inform objectives
approaches 3.2 Determine combinations of types of data to best inform
objectives
3.3 Identify and evaluate suitable data gathering methods
3.4 Identify data sources
3.5 Quantify required data
3.6 Identify and evaluate suitable data processing methods
3.7 Make decisions on data types, combinations, gathering
methods, sources, quantities and processing methods
4. Develop market 4.1 Estimate resources and timelines required for market
research plan research projects
4.2 Determine feasibility of market research projects
4.3 Prepare market research plan for approval
4.4 Obtain approval to implement plan from appropriate
personnel as required
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Foundation Skills
This section describes language, literacy, numeracy and employment skills incorporated in the
performance criteria that are required for competent performance.
Skill Performance Description

Criteria
Reading 1.2, 1.3, 2.2, 2.4, 3.1,  Evaluates and interprets information from a range of
3.3, 3.4 sources and determines requirements
Writing 1.2, 1.3, 2.2, 2.4, 3.1,  Integrates information from a number of sources to
3.3, 3.4 develop material supporting purposes of documentation,
using suitable grammatical structure and clear, logical
language
Oral 1.1, 1.4, 2.3, 4.4  Participates in a variety of spoken exchanges using suitable
Communication language and non-verbal features
 Elicits views and opinions of others using active listening
and questioning
Numeracy 3.5, 4.1  Interprets numerical data and makes basic calculations to
determine required resources and workplace scheduling,
and to quantify data
Interact with 1.1, 1.4, 2.3, 4.4  Recognises importance of taking audience, purpose and
others contextual factors into account when making decisions
about what to communicate with whom, why and how
Get the work 1.3, 2.2, 2.4, 3.1-3.4,  Develops plans and uses effective organisational and time-
done 3.6, 3.7, 4.2 management skills to complete tasks with an awareness of
how they may contribute to longer-term operational and
strategic goals
 In more complex, non-routine situations, uses a formal
decision-making process with support, setting or clarifying
goals, gathering information and identifying and evaluating
several choices against a limited set of criteria
 Understands and explicitly applies some basic principles of
analytical and lateral thinking
 Recognises and takes responsibility for addressing
predictable and some less predictable problems in familiar
work contexts
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Assessment Requirements
Performance Evidence
Evidence of the ability to:
 Identify and define market research requirements in an organisation

 Develop a documented market research plan describing scope, objectives, time and budget for
market research to be undertaken by an organisation
Knowledge Evidence
To complete the unit requirements safely and effectively, the individual must:
 Outline key provisions of relevant legislation, codes of practice and national standards that affect
aspects of business operations
 Explain market research principles and practices including:
o data processing methods and data analysis techniques
o project design within given budgets and other resource constraints
o design of samples
o development and use of hypotheses
o role of research in enterprise development
o roles and uses of qualitative and quantitative research
o use of survey instruments
 Explain project planning principles and practices including for:
o consultation and stakeholder involvement
o development of timelines, budgets and other implementation plans
o gaining approvals
o needs analyses
o scoping practices
 List statistical methods and techniques
Assessment Conditions
Assessment must be conducted in a safe environment where evidence gathered demonstrates

consistent performance of typical activities experienced in the business development – marketing field
of work and include access to:
 Data and information records from previous marketing research activities

 Office equipment and resources
 Case studies and, where possible, real situations
Assessors must satisfy NVR/AQTF assessor requirements.
Links
Companion volumes available from the IBSA website: http://www.ibsa.org.au/companion_volumes

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Housekeeping Items
Your trainer will inform you of the following:
 Where the toilets and fire exits are located, what the emergency procedures are and
where the breakout and refreshment areas are.
 Any rules, for example asking that all mobile phones are set to silent and of any
security issues they need to be aware of.
 What times the breaks will be held and what the smoking policy is.
 That this is an interactive course and you should ask questions.
 That to get the most out of this workshop, we must all work together, listen to each
other, explore new ideas, and make mistakes. After all, that’s how we learn.
 Ground rules for participation:
o Smile
o Support and encourage other participants
o When someone is contributing everyone else is quiet
o Be patient with others who may not be grasping the ideas
o Be on time
o Focus discussion on the topic
o Speak to the trainer if you have any concerns
Objectives
 Discover how to identify market research needs
 Know how to define market research objectives
 Learn how to define data gathering approaches
 Understand how to develop market research plan
 Gain skills and knowledge required for this unit

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1. Identify market research needs

1.1 Communicate role of market research in enterprise operations to relevant personnel
1.2 Identify contribution of market research to enterprise activity
1.3 Analyse enterprise planning and performance documentation to determine research needs
1.4 Consult relevant personnel to determine research needs
1.5 Develop statement of market research needs

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1.1 – Communicate role of market research in enterprise operations to relevant

personnel
1.2 – Identify contribution of market research to enterprise activity
Relevant personnel may include:
 Clients
 Customers
 Enterprise owners
 Managers
 Supervisors
 Suppliers
Contribution of market research may include:
 Best practice
 Information about competitors, clients, stakeholders
Information to enable predictions for:
 Marketing
 Policy making
 Service development and delivery
 Strategic planning
Identify the market research needs

What is the role of market research?
Suggested examples Your further comments
Getting to know your customer
Analysing consumer behaviour
Be informed and discover what customers or the

‘market’ is buying and where are they buying it
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Timing. Establishing when do customers or

consumers buy certain products
Research information so that you can develop

strategies to have customers buy your products or
services
Gathering information to be used to make

informed decisions related to the marketing mix or
other marketing functions
Researching market segmentations which in turn

will help identify specific target markets and the
media options frequently used
Other
Communicate the role of market research

Relevant personnel may include:
 Clients
 Customers
 Enterprise owners
 Managers
 Supervisors
 Suppliers
To whom are you going to communicate the role of market research? Are you:
 Communicating the role to existing personnel?
 Communicating the benefits?
 Communicating the downsides of not doing it?
 Communicating the standard procedure you have been conducting with some new
changes?
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What and to whom are you likely to be communicating the role of market research?
Discuss a workplace situation as an example
Would the role of market research changed in your workplace situation, if that is applicable to you in
this course?
Questions you may consider discussing in preparation for addressing market research
Some of the more common marketing uses of research today include the relevance and application to
market segmentation.
Market research as mentioned (researching market segmentations which in turn will help identify
specific target markets and the media options frequently used) is used in identifying specific target
markets including the customers or competitors media usage habits, behaviour and needs.
Market research options

Contribution of market research
Organisations should observe what is regarded as “best practice” standards when using market research
options.
 The observance of best practice means conducting the chosen research methods and
techniques that are regarded by those who will use them or benefit from them, in the
most optimal manner.
 Best practice in terms of industry acceptance includes areas such as the techniques and
methods used in obtaining the research and observing any ethical or legal compliances.
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How, for example, would you rate the importance (or not) of the following in terms of market research?
Examples Your ratings
Customer satisfaction
New products
Evaluating various forms of advertising
Pricing
Best practice
Information about competitors, clients,

stakeholders
What about market research not specifically generated by the “marketing department”?
Evaluating promotions
Measuring satisfaction
Effectiveness of your website
Advertising placement
Tactics
Policy making
Service development and delivery
Strategic planning
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What about the contribution towards the market research?
Should you have in place a clear

objective for your research or
modify it as you proceed?
To what extent should you go to

prepare the research so that it will
be relevant and understandable?
Are there questions of ethics or

legality in retaining key pieces of
information collected from your
research?
Is market research the same as market intelligence?
Market intelligence is generally regarded as “gathering information on a regular, ongoing basis”, so is

this that different to researching aspects of the marketplace as discussed already?
 Possibly, a difference could be said to be that research is generally the function that
your organisation will conduct, as detailed here in the notes, while market intelligence
could be a more broadly aimed exercise by outside consultants who provide this
information to your organisation.
 Market intelligence usually aims for establishing broad market competition, existing or
potential political implications and wider based consumer demographics.
Considering the use of market research or the benefits from market intelligence….
 Should market research be more aimed at segments or individuals in the current

marketplace?
 Is ‘research’ the key approach in establishing what the current marketplace needs?
 What information do you need to make a real and tangible difference to your
organisation and more importantly what is it you need to address in terms of your
business, client or customer?
 Are techniques such as traditional surveys and focus groups more or less relevant
today?
 Is market research impacted by environmental changes?
 Would market research as an “industry” itself need to re-address its own focus in
achieving these and other questions on using market research as a successful tool for
an enterprise?
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Activity 1a
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1.3 – Analyse enterprise planning and performance documentation to

determine research needs
Enterprise planning and performance documentation may include:
 Correspondence
 Financial reports
 Information about sales and sales force

performance
 Internal reports
Research needs may include:
Research on competition:
 Comparing consumer attitudes to an organisation's services and those of competitors
 Identifying frequency of use of competitors' products and services
 Identifying key competitors and their strengths
 Measuring awareness
Research on consumers:
 Developing detailed consumer profiles
 Identifying changes in attitudes and behaviour patterns
 Identifying existing, potential or lapsed consumers
Research on place:
 Identifying attitudes towards location
 Identifying cooperative opportunities for distribution of information or services
 Identifying demand for products or services at other locations
Research on pricing:
 Identifying attitudes towards prices
 Identifying costs
 Testing alternative pricing strategies

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Research on products and services:
 Evaluating competitors' products
 Evaluating consumer attitudes towards presentation and packaging
 Identifying potential new products or services or ones which may be at the end of their
life cycle
 Measuring attitudes towards existing products or services
Research on promotion:
 Measuring advertising and promotion effectiveness
 Testing alternative messages
 Testing and comparing different media options
What is enterprise planning and performance management?

 Strategy
 Business planning and forecasting
 Financial management
 Supply and other effectiveness
Enterprise planning and performance documentation may include:
 Correspondence
 Information about sales and sales force performance
Enterprise planning and performance knowledge is more useful and effective if it’s current!
Many would suggest that if you don’t have real-time access to data that would give you planning and
performance documentation or key drivers of your business, today…it may not mean much if you
reference historical data which is weeks or months old?
 The planning process, and in this instance, the subsequent review and documentation
should be regarded as a continual or on-going process rather than a once-off or an
infrequent exercise.
 Documents and data can be stored and used in such commercially available software
programs, such as oracle, and will then easily allow you to compile or review the data
at various times in the future.
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Analyse enterprise planning and performance documentation
What are some of the steps in analysing an organisations planning documentation?
 Reference and validate that a planning position for the organisation exists and is
current.
 Tools used for this would include annual reports and reviews conducted by committees
or departments.
 References in planning would highlight a variety of financial, statistical and background

information on the organisation.
 The depth of such reporting would include internal operations and also those external
influences made by and to the organisation.
This information, usually assessed in a software program such as oracle, would then be used to assist
you or those required to determine further research needs, as described above.
Strategy
As referenced here, strategy and its basic formulation is a key activity and will usually be derived from:
 Organisation or company vision
 An agreed and practical mission statement
 A set of short and long term achievable objectives
…all add up to the basis of a strategic plan, and is managed and measured by using (KPIs) key
performance indicators
Strategy must be workable and have the commitment and approval of key stakeholders for it to be
effective.
The implementation would then be handled by the various people within the organisation and would
use this data as a sound management tool.
Once handed to the people within the organisation they would be responsible for the:
 What?
 Who?
 When?
 Where?
 How?
…all of the strategy implications need to be used or further researched.

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Once the strategy has been introduced it is not unusual to re-examine its application and effectiveness
by regular evaluation.
A review of what is in place “strategically” is often neglected because of complacency through the belief
such detailed data would not need change or even validation because of the extent to which the
strategy formulation was undertaken in the first place.
Strategy, like all management functions, requires:
 Monitoring
 Evaluation
 Review
In effect, if the strategy is neglected from review, the question would be raised that if you cannot
review or monitor something how can you ‘effectively’ manage it?
Determine market research needs?

 Market research does not make decisions for you and it does not create the outcome
such as success for an organisation.
 Market research is often performed by consultants or specialists who research the

reports mentioned above and specify alternative courses of action for the enterprise.
 Remember it’s the stakeholders, management and people involved in the organisation
who ultimately must make the final decision on research, be it conducted internally or
externally.
Conduct a swot analysis to determine the need for market research following your Enterprise planning
and performance documentation
SWOT analysis can be conducted on:
 Correspondence
 Information about sales and sales force performance
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Strengths Weaknesses
 correspondence  correspondence
 financial reports  financial reports
 information about sales and sales force  information about sales and sales force
performance performance
 internal reports  internal reports
Opportunities Threats
 correspondence  correspondence
 financial reports  financial reports
 information about sales and sales force  information about sales and sales force
performance performance
 internal reports  internal reports
As a result SWOT may assist you in determining the when, why and who of potential market research.
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Activity 1b
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1.4 – Consult relevant personnel to determine research needs

In consulting with relevant personnel to determine your research needs, you would be well advised to
establish the key areas within the organisation in order to establish who exactly they are and why you
will need their consultation.
From the previous planning and market research suggestions, ensure the relevant personnel are fully
aware of the market research intentions by:
 Communicating the role of market research
 Identifying its contribution to the organisation
 Analysing the enterprise planning and performance
There may well be identifiable areas to focus the consultation with

relevant personnel, examples of which could be:
 Your organisations political environment and who in particular drives this and what role
might it play in research methods.
 The important areas of finance, in particular, and its impact would need to be
referenced for specialist research.
 Who may be responsible for any form of environmental directives and policy within the
enterprise that could impact on the selected research methods?
 What and who are the key stakeholders responsible for the technology interests of the
organisation and are these to be used in the research?
 Are there industrial relations or human resource areas that would need referencing
prior to undertaking research?
 Sales, marketing, customer service and the complex environment of why most
enterprises exist would be at the forefront of consultation.
Consider conducting a SWOT analysis on these areas to discover the key answers, similar to that of the
previous session.
 A SWOT is meant to be an assessment tool only which, as previously discussed, will

provide valuable information but ultimately you will need to act or decide on any
appropriate actions.
Relevant personnel may need further information if you are consulting with them on the basis they
advise rather than merely suggest.
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Relevant personnel in areas mentioned above may need to formalise their determination of research
needs, such as:
 Your market key demographics
 Where are customers located?
 Who are your target customers?
 What is the profile of your ideal customer?
 How will your research impact on the current market, especially your customers?
 What is the profile of a typical competitor for your business?
 What are your competitor's strengths and weaknesses?

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1.5 – Develop statement of market research needs

A research statement is a document that describes your research undertaking and plans.
What to cover in such a ‘statement’
 Research market definitions of issues or specific

requirements
 Corporate policy or similar, justification for this research
 Complete specifications of required informational needs
 Any existing product or services research and decision

making information
The essence of a statement for market research needs would:
 Define and explain the basic marketing information needs and research methods being
proposed to conduct the undertaking.
 Explain why research is the solution to addressing this particular problem or in seeking
a resolution.
 Detail the areas of segmentation and the influences the research will have on
customers, consumers, the organisation and markets.
 Identify relevant issues in organisation product or services management, planning, and

development.
 Relate the research to the product or services life cycle.
 Define issues with branding or brand strategy.
 The statement does not specify what actual questions or specific format the research
will undertake.
The statement overview may contain references such as:
“The recommended market research for XYZ…is necessary in order to establish the groundwork to
improve the current client/customer/contractor, with whom we are engaged with, to better understand
our XYZ products/services/marketing/sales”.
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Justification
“There is no current information of this depth/detail/structure available within our company data
records and this type of market research will provide information to improve client/customer/contractor
knowledge and market position in a cost effective manner”.
Research approach
Research will address:
 The decision-making criteria of client/customer/contractor used.
 Attitudes and beliefs that client/customer/contractor has toward the organisation and
in particular its products and services.
 The research process proposed will avoid costly marketing and communications
mistakes that may be currently in place.
 Identify the appropriate use of, advertising, sales promotions, public relations, direct
mail and internet-based communications.
 The capabilities, product availability issues, competitive market forces and alternative
methods of marketing.
Tools:
 Focus groups
 Surveys
 Online research
 Formal and informal interviews
How much will this cost?

The extent of this proposed market research will firstly be cost effective, but will focus on cost factors
such as:
 Avoid unnecessary complexity
 Avoid urgency where costs could be underestimated
 Avoid simple errors by reflecting on past research experience or if none is available,

consult with trusted advisors or stakeholders.
Only conduct as much market research as needed or possible within your budget.
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Short check list example:
 Provide a statement of needs summary with suitable background information
 Identify those people/stakeholders/contractors/consultants involved in all aspects of

the market research team
 Describe clearly the role of the organisation beyond the ID of people above.
 Clearly describe any required schedule for the delivery of the program
 Explain the tools/cost/budget of needs and suppliers
 Include references to industry sources
 Include any policy or required commercial terms, provisions and conditions
 Cost/finance/engagement of consultants fees, structure and terms

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Activity 1c
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2. Define market research objectives

2.1 Draft research objectives
2.2 Undertake preliminary project scoping
2.3 Consult with relevant personnel on draft research objectives to ensure relevant and useful
information is gathered
2.4 Review and finalise draft objectives in light of scoping parameters

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2.1 – Draft research objectives
Strategy
As referenced here, strategy and its basic formulation is a key activity and will usually be derived from:
 Organisation or company vision
 An agreed and practical mission statement
 A set of short and long term achievable objectives
Some examples of what you would be seeking in identifying objectives:
 What is the purpose of the research?
 What information is being sought?
 How will the information be used?
In setting objectives for this research project, it is always wise to review any existing or relevant data.
This gives insight into why this particular research is being undertaken, e.g., is it different or is it
research being extended.
From the previous session, note the following:
Justification
“There is no current information of this depth/detail/structure available within our company data
records and this type of market research will provide information to improve client/customer/contractor
knowledge and market position in a cost effective manner”.
Having checked if the same or similar research has been carried out in the past, part of the draft
objectives will be to then state the information needed and how much you can spend to obtain it.
Objectives also include the previously mentioned questions…
 What?
 Who?
 When?
 Where?
 How?
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Some objective observations
 Be careful not to set objectives that may not follow in the sequence you desire or plan
to occur.
 For example, some sets of objectives may have steps that can be addressed midway
through the research and this may not be what is intended.
 State clearly if you want your objectives to be where you want to be or, where you are
now.
 Clearly define the outcomes you expect from your market research
 Carefully consider and list your objectives and keep referring back to them during your
research.
The key to creating your market research goals and objectives is identifying what it is that will help you
measure the market opportunity, the target audience for your products or services and how best to
“market” them.
List the key information you want your research to uncover. Is it:
 your product or service performance in the market
 identifying new markets for your business
 market research your client/customer reactions to price/quality/service
 monitor market increases/direction or product changes
Develop a list of questions
 demand for product or service
 sales or market expectations
 profile the market
 position such as price or quality by comparison
 location if it is relevant
 competition from others offering similar products or

services
 demand and viability
Reviewing draft objectives
After you have your draft in place you can begin reviewing and finalising it by factoring in the scoping
parameters.
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Examples of scoping parameters:
 Human, financial and physical resources required and available
 Need for external market research assistance
 Possible research locations
 Possible research methodologies
 Possible sample size and nature of sample
 Time required and available to conduct research
 Human, financial and physical resources required and available
 Need for external market research assistance
 If the area of scoping is not handled accurately it may create a higher than acceptable
risk that part or all of the market research project will not be successfully completed.
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Activity 2a
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2.2 – Undertake preliminary project scoping

2.3 – Consult with relevant personnel on draft research objectives to ensure
relevant and useful information is gathered
2.4 – Review and finalise draft objectives in light of scoping parameters
Project scoping may include:
 human, financial and physical resources required and available
 need for external market research assistance
 possible research locations
 possible research methodologies
 possible sample size and nature of sample
 time required and available to conduct research
Scoping
If the project is not accurately scoped or defined as such it stands a good chance of not being linked
with your overall organisational goals and objectives.
If the area of scoping is not handled accurately it may create a higher than acceptable risk that part or
all of the market research project will not be successfully completed.
The success of every market research project is measured differently depending on the organisation’s
goals and objectives and this can be deemed different for varying areas within the organisation.
As a starting point, the following areas define and form the scope of a
project:
 the outcomes/benefits
 the customers/stakeholders
 the work/tasks which are required
 the resources (both human and financial)
 criteria by which the project’s success will be evaluated
Once the scope has been defined and agreed upon, the details can be
documented in the project business plan/project schedule or, in the case of
smaller projects, a project proposal/brief statement may be all that is
required.
 Once documented, sign off by the project sponsor/senior manager should be obtained
so that a formal agreement exists as to the scope of the project.
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Project scope, brief and schedule
 contract or other agreement
 project brief
 project plan or summary
Template example only
Suggested headings Comments
Title
Background/Context A brief explanation of the background and/or context of the project
Objective Why are you doing the project? What is the aim of this project?
Target Outcomes Maybe things that are to be improved, increased, enhanced or reduced
and showing the benefits that the project intends to achieve
Project Activities, Output and What things will be delivered by the project? Outputs are used by the
Milestones project’s customers to achieve the outcomes. Detail milestones and
chart the success or failure.
Measured How will the success of the project be measured? Measurements are
linked to one or more target outcomes which can then answer such
questions as 'what have we achieved' and 'how do we know?'
Governance Briefly describe the accountabilities of each party. Detail the name and
title of the Project Manager and Project Sponsor.
Reporting Requirements Reporting frequency, format and to whom?
Resources Human resources, internal, external, consultants and/or working

groups will be required for the project? Budget, funding and details of
the proposed expenditures.
Stakeholders & List the key stakeholders or stakeholder groups who will impact on the
Communication Strategy project. How will they be engaged?
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Assumptions and Constraints List any underlying assumptions and/or constraints.
Risks & Minimisation Identify barriers to achieving the project success. For each of these
Strategies risks, what steps will be undertaken to minimise them?
Risk Management The process used to manage risks throughout the project.
Identification, review and reporting.
Issues Management The process used to manage issues throughout the project.
Identification, review and reporting.
Related Projects Projects which are dependent on this project, or projects that are
interdependent on this project. Describe the relationship.
Guidelines/Standards Guidelines, standards or methodologies that will be applied manage

the project.
Quality Control Levels of review that will be undertaken. The development of the
project outputs. How the reviews will be conducted and who will be
involved.
Capturing the Lessons Learnt Review the entire process (internal or external) to capture the lessons
learnt throughout the project.
Consulting with relevant personnel will obviously vary from project to project and from organisation to
organisation.
In all instances you should seek out:
 Experienced practitioners in the areas where you need to ensure relevant and useful
information can be gathered.
 Managers and team leaders within teams, groups or departments.
 Stakeholders who can contribute to the relevancy and usefulness of what you are
seeking.
 Industry experts or spokespersons with similar levels of competency.
Try always to only seek the information that you need. Don’t overload your data files with information
that those providing advice consider important but may not be relevant.
 It can be tempting when consulting with colleagues or other organisational personnel

to ‘wander’ off the topic.
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 Colleagues will often suggest many and wider ranging suggestions and options than
actually advice which you need.
 It is easy to stray from the objective of what exactly you need.
 Limit your questions to what the market research project is based on
 Follow your brief or your research strategy
Action Check
Arrange a meeting with stakeholders to review the project schedule plan and deliverables
Make any changes resulting from this draft review and finalise the project plan
Ensure you have acknowledgement for the project to proceed
Obtain signatures from the relevant project authority and any other designated stakeholders
Seeking to consult with relevant personnel on draft research objectives to ensure relevant and useful
information
 What areas are most useful?
 Technical and functional expertise
To successfully achieve the task of gathering the right advice ensure those with whom you consult are
sufficiently diverse so that you can obtain a complete review.
Ensure those with whom you consult are made up of not only market research experts but also
operational experts and team members experienced in project design or execution.
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Provide your market research objectives
 Clearly define your objectives and the outcomes you expect from your market
research, as defined elsewhere in these notes.
Look further afield than the obvious when seeking to consult with others
What about useful information on areas such as:
 Problem solving and decision making skills
 How to face decisions when faced with the onset of a problem or opportunity.
 How best to approach a challenge and evaluate the opportunity and decide on an
appropriate course of action.
 Handling your market research project team members who will possess varying level of
skills.
Interpersonal skills effecting communication
 Consulting with relevant personnel itself will raise issues of

effective communication.
 Translating advice or experience back into your market research

project may assist in enabling effective communication and
management should any conflict arise.
 Effective communication in a project is essential to avoid

misunderstanding or time wasting actions when you need a clear
direction on purpose and function.
 Communication in your project development will include risk

taking, helpful criticism, objectivity, active listening, giving the
benefit of the doubt, support and or recognising the needs of
others.
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Activity 2b
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3. Define data gathering approaches

3.1 Identify types of data required to inform objectives
3.2 Determine combinations of types of data to best inform objectives
3.3 Identify and evaluate suitable data gathering methods
3.4 Identify data sources
3.5 Quantify required data
3.6 Identify and evaluate suitable data processing methods
3.7 Make decisions on data types, combinations, gathering methods, sources, quantities and
processing methods
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3.1 – Self-check final text for accuracy and grammar, and ensure syntax is
appropriate for the intended purpose and audience of the text
3.2 – Determine combinations of types of data to best inform objectives
3.3 – Identify and evaluate suitable data gathering methods
3.4 – Identify data sources
3.5 – Quantify required data
Types of data may include:
 formal or informal comments and other feedback from client, customers, staff and
others
 government statistics
 industry planning information
 qualitative data
 quantitative data
 sales figures
Deciding how to manage researched data in a way that is best suited to your objectives
 It is essential that you plan and execute data management only when you understand
the scope of data management
 What are the objectives and what practices are required?
Each research project is different, and will have different requirements for data management
Considering requirements according to some guidelines:
 What kinds of data does your data base contain?
 Is it a mix of formal and informal comments plus other feedback from clients,
customers, staff and others?
 What format is the data, e.g., text, images, other formats?
 Is the data completed or ongoing?
 Will you need to continue to add new information in and ongoing capacity, e.g.
government statistics?
 Is digital space or data storage an issue?

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How are you proposing to access and manage the data?

 Will you use standard software such as Excel, Access, web applications?
 The use of the data in various formats or sets can potentially affect how it can be
stored. For example, if the data needs to be accessed at a remote location, provisions
for this will need to be considered.
Qualitative data and quantitative data
To ‘qualify’ an area of market research, you would endeavour to obtain an understanding of the
objective through various types of research and also address any underlying areas. Qualitative findings
are not conclusive.
 The qualitative research approach provides an insight into the issues or problems
associated with the research objectives which can generate further ideas or even
grounding for future quantitative research.
 A qualitative approach can include uncovering trends in the market you are researching
while quantitative research would then measure the incidence of those various trends
and opinions in an appropriate tabular format.
 The quantitative data statistics, such as sales figures, would be provided in a tabular or
assessable data format where the findings of the research can also be described.
Using Qualitative data
 New product market research for ideas and sales generation or development
 When you are introducing or investigating the use for potential

products/services/brands and positioning a marketing strategy
 Researching strengths and weaknesses of products/brands
 Endeavouring to research the dynamics of purchasing or marketing dynamics
 Researching market segments, such as demographic and customer groups
 Assessing the usability of websites or other interactive products or services
 Understanding perceptions of a company, brand, category and product
Qualitative research
 Will not count, measure or offer statistics
 Will not determine the best product concept or price point
 Will not establish the importance of specific customer needs or

satisfaction criteria
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Using quantitative research would assist greatly in answering:
 Market percentages for product usage
 Measuring the effectiveness of an advertising campaign
 Customer profiles in certain demographics
 Brand impact in terms of awareness and/or preference
Quantitative research methods are suited for:
 Satisfaction studies
 Attitude surveys
 Public opinion polling
 Market segmentation
 Brand image and positioning studies
 Advertising and brand awareness studies
 Usage and preference studies
Primary and secondary data
Most research considers a combination to be primary and secondary. The literal meaning of
combinations would suggest there are options to combine various types or structures of research
together to arrive at a result.
When given the task of market researching a set of objectives, you may use primary and secondary
research methods, but you can also use several types or methods of recording your research.
There are a wide number of research methods which can produce a variety of results:
 Data that once obtained is further ‘broken down’ into smaller data values, e.g.,
dissecting questionnaires
 Research results that initially require ranking and then, at a later stage, is re-arranged
or moved according to the research objectives
 Various data recording methods can be employed to list, tabulate, calculate or store
 Data records that are reliant on specific categories for identification
 Data which is scaled or proportioned through other forms of data records
You could or would combine any number of these types of data recordings, if required.
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Primary
A primary source of data is one where the information / research being gathered or referenced refers to
first hand or new data. Such data would be questionnaires, observations, interviews, focus groups,
where a person collecting that data is receiving it for the first time.
Secondary
A secondary source would mean data obtained via another party or in effect, second-hand data. Such
references are printed material, books, journals and such other publications.
Workplace examples would be gaining knowledge from other people’s experiences
Data combinations can also include mixed classification types

 Identifying your target market
 Understanding the strengths and weaknesses of the competition
 Have the strategy grounded in market research
 Exploring research into similar products
 Identifying the best placement or location for your product or service
Combining qualitative and quantitative data

You can use a combination of qualitative and quantitative data.
Most data research methods, once collected or recorded, will require further evaluation and this action
often is a combination of both qualitative and quantitative data.
However, as this is not always an easy task or simple to achieve, it is recommended to plan well in
advance as to how you see these research records combined or ‘balanced’.
 The ‘balance’ required is ensuring you recognise the limitations of one type of data
against the other and have it balanced sufficiently to achieve a meaningful result.
 Balance the strengths of one against another, e.g. numbers as in quantitative data and
informative or instructional text, images as would be noted in qualitative data.
Data gathering methods may include:

 Case study investigation
 Focus groups
 Literature searches
 Mail surveys
 One-on-one interviews in person or by telephone
 Personal observation of performance

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 Structured or informal small group discussions
 Supervised or unsupervised completion of questionnaires or other survey tools by

respondents
 Use of questionnaires and other tools by staff to record data about enterprise activities
As already addressed:
 Types of data include a variety of possibilities
 Qualitative data and quantitative data
 Primary and secondary data
Common examples of data gathering methods
Data gathering methods may include Qualitative Quantitative
Focus groups
X
Primary
Some advantages Some disadvantages
 Regarded as a good method to approach  Requires time to set up and facilitate a

in-depth attitudes, beliefs, and at times focus group, including identifying and
anecdotal data from a large group scheduling participants.
 A valuable market research tool  Will not produce a result without a strong
 Having a small (usually 6-10) group of facilitator to guide discussion and ensure
customers in the one place conducting a participation by all members.
focus study, will give you a very good  Usually requires special equipment to
indicator if the OFFER is good and relates record and transcribe focus group
well to the product or service. discussion.
Provide your examples

Part of Activity 3a
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Case study investigation

X
PRIMARY
 Provides a structured problem and  If used as reference data, case studies

solution format can become outdated quickly
 Provides insight to a practical situation  Data needs to be updated and
 Can be creative or unique compared to maintained
other forms of data gathering  Depending on the level of data being
 Case study data content can be multi- gathered, case study approvals from
purpose including text, images, video those involved can often be difficult or
and other practical document types restricted
 Most case studies are focused on a
solution rather than collective research

Part of Activity 3a
A case study, in this course context, is an analysis of a marketing campaign or organisation project that
identifies a real life or mirrored situation and aims to discover a series of solutions or recommendations. Case
study data could then be identified for possible inclusion in the marketing research data you are conducting.
one-on-one interviews in person or by telephone

X
Primary
 Interviews are designed to gain an in-  Interviews can be a most expensive

depth perspective from one person at a qualitative method for data gathering
time  Not everyone is a good interviewer or
 Best option for finding a specific target know how to probe effectively
demographic for data gathering  A trend to digress and not observe
 Allows the person being interviewed to standardisation of the process
speak freely and not hold back  Telephone data gathering may in some
information that they might otherwise do cases be regarded as less than private
in a focus group for example which some individuals feel their
 Longer contact time can often be particular status deserves, e.g., CEO or
established with agreement senior executive
 Both telephone and one-on-one  With a telephone interview, there is a lack
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interviewees may be in a position or of body language that can be valuable in

willing to add more information of a story other contact methods of data gathering
behind the quantitative research
Part of Activity 3a
Literature searches
Provide examples
Part of Activity 3a
Personal observation of performance
Provide examples
Part of Activity 3a
structured or informal small group discussions
Provide examples
Part of Activity 3a
supervised or unsupervised completion of questionnaires or other

survey tools by respondents
Provide examples
Part of Activity 3a
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use of questionnaires and other tools by staff to record data about

enterprise activities
Provide examples
Part of Activity 3a
Data sources are generally regarded as primary and secondary
Primary Secondary
Data source was accessed… By you or, e.g., a consultant you By someone else
appoint
Examples Surveys Looking for existing data
Focus groups
Interviews
observation
See previous session where these were discussed
Primary and secondary data
Most research considers a combination to be primary and secondary. The literal meaning of
combinations would suggest there are options to combine various types or structures of research
together to arrive at a result.
When given the task of market researching a set of objectives, you may use primary and secondary
research methods, but you can also use several types or methods of recording your research.
There are a wide number of research methods which can produce a variety of results:
 Data that once obtained is further ‘broken down’ into smaller data values, e.g., dissecting
questionnaires
 Research results that initially require ranking and then, at a later stage, is re-arranged or
moved according to the research objectives
 Various data recording methods can be employed to list, tabulate, calculate or store
 Data records that are reliant on specific categories for identification
 Data which is scaled or proportioned through other forms of data records
You could or would combine any number of these types of data recordings, if required.
Primary
A primary source of data is one where the information / research being gathered or referenced
refers to first hand or new data. Such data would be questionnaires, observations, interviews, focus
groups etc, where a person collecting that data is receiving it for the first time
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Secondary
A secondary source would mean data obtained via another party or in effect, second-hand data.
Such references are printed material, books, journals and such other publications.
Workplace examples would be gaining knowledge from other peoples experiences
 Data combinations can also include mixed classification types

 Identifying your target market
 Understanding the strengths and weaknesses of the competition
 Have the strategy grounded in market research
 Exploring research into similar products
 Identifying the best placement or location for your product or service
Combining qualitative and quantitative data

You can use a combination of qualitative and quantitative data.
Most data research methods, once collected or recorded, will require further evaluation and this
action often is a combination of both qualitative and quantitative data
However, as this is not always an easy task or simple to achieve, it is recommended to plan well in
advance as to how you see these research records combined or ‘balanced’.
 The ‘balance’ required is ensuring you recognise the limitations of one type of data against
the other and have it balanced sufficiently to achieve a meaningful result
 Balance the strengths of one against another, e.g., numbers as in quantitative data and
informative or instructional text, images as would be noted in qualitative data
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Activity 3a
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3.6 – Identify and evaluate suitable data processing methods

3.7 – Make decisions on data types, combinations, gathering methods, sources,
quantities and processing methods
Quantitative market research

Previous notes
Qualitative research
 Will not count, measure or offer statistics

 Will not determine the best product concept or price point
 Will not establish the importance of specific customer needs or satisfaction criteria
Using quantitative research would assist greatly in answering:
 Market percentages for product usage
 Measuring the effectiveness of an advertising campaign
 Customer profiles in certain demographics
 Brand impact in terms of awareness and/or preference
Quantitative research methods are suited for:
 Satisfaction studies
 Attitude surveys
 Public opinion polling
 Market segmentation
 Brand image and positioning studies
 Advertising and brand awareness studies
 Usage and preference studies
Quantitative research is about measuring a market and quantifying that measurement with data
Your quest for market research using a quantitative process, would most likely relate to:
 Market size
 Market share
 Market penetration
 Market growth rates
However, quantitative research can also be used to measure:
 Customer/client/company attitudes
 Satisfaction levels of different requirements
 Customer/client commitment
 Customer awareness and attitudes
 Customer behaviour trends
 Other useful market research data

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At the centre of all quantitative research is a statistical sample to obtain meaningful insight and
knowledge into the needs and wants of customers or clients.
Care should be taken to design the correct structure of the sample
 In quantifying required data, the intention should be to be as clear as possible.
 When using quantitative or qualitative data, be clear in decisions so that a market

position or view is not subjective. Dollars are dollars…trends, for example, cannot be
necessarily quantified
 It is important to quantify data to eliminate subjectivity
Sample size is an important factor in conducting your market research
If your market research is quantifying both primary and secondary research be aware of the temptation
to focus on one line only which may not be representative of your target market.
Care should be taken in designing tools such as questionnaires as the quality of the data may be
compromised if the quantifiable data is not accurately researched or sampled.
Time and cost will also impact on gathering and subsequently quantifying required data
Consider using desk research
Desk research is quantitative and involves cost effective gathering and further quantifying information,
already available in print or published on the internet.
Appropriate sources
 Articles and advertisements
 Business advisors/associates
 Clients and suppliers
 Conferences
 Government bodies and websites
 Industry associations and trade media
 Other research projects (open source)
 Reports from trade or professional associations, like annual reports
 Reports to regulatory or funding bodies and speeches
 Enterprise information such as:
o Sales data
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Data processing methods may include:
 Data processing service experts
 Manual or personal methods
 Packaged analysis routines or programs
 Specialist software packages
Step 1: Check the information is available
Establish the designated project management information system
The “tools” used in implementing these systems are many and varied but usually include:
 Computerised systems and software such as databases, project management and word
processing
 Telecommunications devices
 Manual or personal methods
 Packaged analysis routines or programs
 Specialist software packages any other technology used to provide project-

management information
Step 2: What is the right approach?
May include:
 Data processing service experts
 Access authority levels
 Complex computer-based systems
 Data ownership considerations
 Modified systems to cater for unique project requirements
 Privacy considerations
 Simple manual systems

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Understand the role and relevance of a project information management system
 Transaction processing systems
 Decision support systems
 Knowledge management systems
 Database management systems
 Project office information systems
Generation
 The objective of processing project information is to identify and link people, ideas and
information at all stages in the project life cycle.
 It may be a selective process, for example, to promote the commercial exploitation of a

project’s results or more practical in organising activities to be performed by teams and
stakeholders.
 Some information that you would generate would be technical or vital in execution and
disseminated to a wider number of stakeholders.
Step 3: Brainstorm and analyse the different choices:
The difference between an information system and a data processing system
In the process of aiding the decision-making processes throughout a typical project life cycle you will
have to gather as much information related to the decision required
 Data processing systems record day to day project activities
 Project information management systems read the collected data produce useable
reporting processes
Some information that you would generate would be technical or vital in execution and disseminated to
a wider number of stakeholders.
Decisions may include:
 Choices achievable with available

resources, and costs and benefits of
choices
 Choices consistent with organisational

policies and procedures
 Choices that will best satisfy the research

objectives
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Questions to ask Analyse the decision background
What exactly is the need for the decision?
Is making this decision critical or standard?
Who are impacted by the need for the decision?
Is there a deadline or other issues with providing

information to aid in the decision making process?
(PMIS) Project-management information system
PMIS is a generic term used to indicate the use of any tools, software or other functions that can
facilitate the communications of project management.
Examples would likely include MS-Project or similar programs designed to:
 Deliver project management information
 Collect, combine and distribute information through electronic and manual means
 Track bug management systems
 Provide status report generation tools
 Provide resource assignment or management software
 Change and project configuration management software
Considerations when maintaining information to ensure data is secure

As mentioned, this function would likely be handled by appropriate software (PMIS). The software
would provide the approved and required project information ownership and control procedures.
Process project information according to agreed procedures
Project information validation
 An important phase of project management is information validation.
 Validation is conducted as one part of a multi-step process to check (validate) if a

particular project phase is meeting specifications.
 In this instance, it is to optimise the quality and accuracy of information data being
issued
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It would be a function of the project manager to establish and maintain any existing validation process
and to ensure quality and accuracy of data that is communicated.
Validity
Validation states the information from the project documentation ascertains the correctness, quality,
usability and accuracy of the data. Do the people who are using the information you issue understand
the methods used in validating data?
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Activity 3b
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4. Develop market research plan

4.1 Estimate resources and timelines required for market research projects
4.2 Determine feasibility of market research projects
4.3 Prepare market research plan for approval
4.4 Obtain approval to implement plan from appropriate personnel as required

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4.1 – Estimate resources and timelines required for market research projects
Resources  Human, financial and physical resources required and available

 Human resources, internal, external, consultants and/or working groups required
for the project
 Budget, funding and details of the proposed expenditures
 Includes achievable decisions including choices with available resources, and costs
and benefits of choices
Estimate resources
Resources to undertake a project include
 Obtaining goods and services required to deliver the project
 Appointing or recruiting staff
 Appointing consultants
Resource determination will include:
 Cost
 Management of the project
 Lead time
 Date resources are required
 Specifications
 Supplier or provider contact details
 Procedure (e.g. By a formal tender)
 Requirement for expert advice
 responsibility
 Equipment
 Operations policies
 Application of policies/procedures
 Communication
 Relationship management process
 Human resources
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Resources and authority
 Use and allocate resources efficiently and ensure they are

well defined
 Make decisions and give informed instructions to achieve

the project or organisational objectives
 Know exactly the scope
 Environment issues such as conservation of resources
There are tools available to assist you with the questions on distribution and levelling of resources
Using tools such as Microsoft © Office Project you can level resources by having Project do this
according to your settings.
Resource levelling
 Resource levelling is a way to resolve having too much work assigned to teams
 Resources also require levelling by, e.g., delaying a task until the assigned teams or
their resources are in place
 Splitting a task is another way of levelling resources
Examples in this program include:
 Task ID
 Available slack
 Task priority
 Task dependencies
 Task constraints
Scheduling dates
Timelines
Timelines  Time required and available to conduct research

 Time and cost will also impact on gathering and subsequently quantifying
required data
 A project from start to completion would reference specific timelines
 What major tasks (with timelines and milestones) will be completed during
the project
 Project timelines include activity, duration estimation, scheduling,
dependencies, milestones, etc
 Monitoring progress to ensure objectives, deliverables, timelines, cost and
quality are achieved
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 Keeping accurate timelines within your project management plan is one of the most
critical aspects of project management, both in terms of being critical to achieve the
continuity of deliverables as well as being critical in terms of being judged on
performance.
 Obviously, without timelines being set in place you would not know how long the
project or its components would take to complete.
A project is often judged or assessed by clients on timeline performance more than other areas of
delivery.
Understand what is required by your timelines
 Identify the work that needs to be done
 Use appropriate tools to estimate and measure
 Allow sufficient time for meetings, reporting, communications and

testing
 Decide who you need to involve in all areas of time management

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Activity 4a
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4.2 – Determine feasibility of market research projects

Feasibility of market research projects may include (questions):
 Likely ease of implementing the recommendations
 Quality and credibility of the methodology
 Ultimate usefulness of the research
 Whether similarly valid results can be obtained by other

means
Determining feasibility
What it means:
Conduct an analysis of the market research you have gathered AND make informed assessments as to
its use and applicability.
 Feasibility of your market research project would be to establish an informed

“measure” as to the benefits and application of the research.
 The analysis is a process by which feasibility is measured.
 Feasibility analysis of your market research, similar to that of other assessments,

should be conducted throughout the life cycle of the project not necessarily at the end.
 The actual scope of this feasibility assessment or the detail you wish to ascertain will
vary from project to project. It may alter during the life cycle of the project because of
problems, changes or opportunities that present themselves.
Should this occur…it is important to note that what is assessed as feasible at one point in the project life
cycle may not apply at another if circumstances or conditions alter?
Feasibility evaluation of the analysis results will include examples such as:
 Is it financially feasible?
 Does it achieve all the objectives?
 Is it technically or operationally feasible?
Project feasibility studies are almost always conducted where there is a potential for a large financial
stake holding at risk!
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Market research feasibility would likely uncover the financial risk at stake
Questions asked would normally include:
 Are there sufficient funds to support the finding of the market research?
 Is there a requirement or intention that the results and ultimate recommendations

made provide a return on the investment outlaid?
 What, if any, are the measures of the financial return for investment in the proposed
end result of the market research?
 To what level does the market research go in terms of financial management?
Even if a budget or access to financial resources is not a key factor resulting from your market research,
it will still be raised and certainly become an issue of its not adequately detailed and reported on in the
assessment of the findings.
Your market research will have looked at meeting or exceeding certain performance objectives, so
these too will require an assessment of ‘feasibility’
 Financial feasibility analysis (discussed above)
 Demand analysis
 Supply analysis
 Relationship analysis
 Competitive advantage analysis
Other areas of feasibility include:
 Operational feasibility
 Technical feasibility
 Schedule feasibility
What do you do with the information?

Once research information has been gathered and you have made an assessment of its feasibility the
next step is usually to present that information with suitable interpretations in line with your research
objectives. (Objectives have been discussed elsewhere).
 You may wish or been charged with making or drawing conclusions on the feasibility.
 You may have several defined choices available as the next step, depending on the
feasibility research being conducted internally or possibly externally by a consultant.
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 A key element to any form of research, be it the initial market research or the
feasibility analysis, is following a systematic approach of each step before the next
starts.
Validating the market research through feasibility
Use the findings to make the decision
 Determine the feasibility and the likely outcomes
 Place that information into the overall market strategy
 Ensure you are convinced the feasibility analysis and

subsequent research recommendations are the best you
can ascertain
If not….you may need to conduct further research as required.
Each of these, in turn, may need a detailed analysis.

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Activity 4b
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4.3 – Prepare market research plan for approval

4.4 – Obtain approval to implement plan from appropriate personnel as
required
Typical plan structure

There are many variations and you may have a template contained within a market research software
program.
To gain approval, it would be generally accepted that a plan, similar to this example, would be written
and prepared for the particular approvals necessary within the organisation.
It may be digital, hard copy or online.
Market research plan
Executive Summary
Introduction
Background
Market Research objectives
Research Design and methodology
Results
Method 1
Method 2
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Method 3
Restrictions or special notes, e.g., Ethics, the Australian Direct Marketing Association (ADMA) Direct
Marketing Code of Practice.
Budget
Recommendations
Conclusion
Appendix
Approvals sought
Do you need approvals by an ethics committee for your research plan?

Australian law states that you have to get ethics approval for any activity that collects, uses or discloses
information about any individual.
Only collect information you need
Make sure individuals know what personal information your organisation or agency collects and why.
Also ensure that:
 Each piece of information is necessary for any of the functions or activities of the
organisation or agency, and
 The information is required in the circumstances.

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Sometimes, activities can be carried out without collecting personal information. This allows individuals
to interact anonymously with your organisation or agency
The Privacy Act

The Privacy Act 1988 (Privacy Act) is an Australian law which regulates the handling of personal information about
individuals. This includes the collection, use, storage and disclosure of personal information.
REF: The Australian Direct Marketing Association (ADMA) Direct Marketing Code of Practice
Approval of design and budget

Design
Prior to final approvals being sought, consider testing your market research plan.
 Conduct a survey of the use and effectiveness of your proposed research plans with
colleagues..
 Check the content, intent, aims and objectives and ask colleagues if they understand
these objectives.
 Check for any misunderstanding or confusion that is in the plan and then ensure
adjustments are made, if you agree, before submission for approvals.
 Do the proposed data collection methods, within the plan, fit already approved or
defined timelines?
Budget
Assuming you are part of a budget control process, submit your research plan in accordance with those
controls.
 Do you need to further define the expenditure of the project or explain in detail each
resource?
 Is there need to seek additional funding and why?
 Do you need to qualify in your plan the value of the research and your expected
outcomes in terms of finance?
 Ensure the plan does not have time and money wasting components in the design that
could be regarded as wasteful and not effective by those granting approvals.
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Outline the fundamentals clearly!
Each market research strategy can be detailed in accordance with your organisations requirements or in
a manner that you feel would express specific action plans.
How do you intend meeting your objectives?
Research Design and methodology
Results
Method 1
Method 2
Method 3
 What will be done?
 When it will be done?
 How will it be done?
 Who is responsible for doing it?
 How much it will cost can be expressed in the budget area or elsewhere?
 What will the measurable outcome be?
When you have a finalised and sufficiently detailed plan one final step could be to ensure these
proposed activities are coordinated and not in conflict with other areas within your organisation.
Obtain approval to implement plan from appropriate personnel as required
 Seek confirmation of this step with a colleague or the technical adviser used in the
previous assessment exercise, particularly if you have changes or additional cost areas.
 Once you and your colleagues have reached your final decision on the plan, check it
through again and then submit it for final approval.
Obtaining approval will be unique to each organisation:
 Ensure you follow the required or standard format of seeking approval.
 Company templates, special signed forms or other documents.

P a g e | 72
Who might be the “appropriate” personnel in your case?
 Project coordinators
 Company owners
 Organisation or department managers
 In Government bodies, section leaders
 supervisors
 team leaders
If there is not a standard set of procedures to already follow…make sure you don’t waste your time
seeking approval or dealing with the wrong person!
The key word in this statement is:
Obtain approval to implement plan from appropriate personnel as required
Talking to the right person is critical to have the plan not only approved but allowed to be
implemented
 Whoever the right person is, you and that person must reach a decision to implement
the research project or no furtherer progress can be made.
 If the person you are dealing with needs someone else’s approval, factor in to your
approval process the extra time it will likely take through delays and you may need to
start all over again with a new person.
In some larger organisations or Government bodies, seeking approvals can be assisted greatly if you
know and understand clearly their main objectives and lines of authority.
You may also establish:
 Does the person granting approval to implement research plan, consider the research
objectives are out of date?
 Would you then need to emphasise the innovative aspects of addressing these issues,
or whatever they may be?
 If the person granting implementation is concerned more about process than outcome,
and if so, you could then emphasise how well the new plans address this.
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How will you obtain approval?
Obtaining approval Who is involved? Special conditions
Market Research Proposal name Date
Proposal:
To whom: (examples)
 Coordinators
 Owners
 Managers
 Section leaders
 Supervisors
 Team leaders
Amendments / changes
Re-submit Date
Further draft required Date
Signature: Date
Name:
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Activity 4c
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Group Activity
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Skills and Knowledge Activity

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Nearly there...
Major Activity – An opportunity to revise the unit

At the end of your Learner Workbook, you will find an activity titled ‘Major Activity’. This is an
opportunity to revise the entire unit and allows your trainer to check your knowledge and
understanding of what you have covered. It should take between and 1-2 hours to complete and your
trainer will let you know whether they wish for you to complete it in your own time or during session.
Once this is completed, you will have finished this unit and be ready to move onto the next, well done!
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Congratulations!
You have now finished the unit ‘Plan market research’.

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References
These suggested references are for further reading and do not necessarily represent the
contents of this Learner Guide
 Market Research Matters: Tools and Techniques for Aligning Your Business [Hardcover]
Robert Duboff (Author)
 Marketing Research (6th Edition) [Hardcover]

Alvin C. Burns (Author), Ronald F. Bush (Author)
 The Marketing Plan Handbook, 3rd Edition [Paperback]

Alexander Chernev (Author)
 “The Changing role of marketing in the organisation”

Webster, F.E Jr. (Author)
 Experiential Marketing: A Practical Guide to Interactive Brand Experiences [Hardcover]

Shaz Smilansky (Author)
 Marketing Strategy: A Decision Focused Approach [Paperback]

Orville Walker (Author), John Mullins (Author), Jr., Harper Boyd (Author)
 Market Research: A Guide to Planning, Methodology and Evaluation [Paperback]

Paul Hague (Author), Peter Jackson (Author)

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Plan market research needs

Business Development – Marketing

1. Identify market 1.1 Communicate role of market research in enterprise

2. Define market 2.1 Draft research objectives

Skill Performance Description

Evidence of the ability to:

 Identify and define market research requirements in an organisation

Assessment must be conducted in a safe environment where evidence gathered demonstrates

 Data and information records from previous marketing research activities

Assessors must satisfy NVR/AQTF assessor requirements.

Companion volumes available from the IBSA website: http://www.ibsa.org.au/companion_volumes

 That this is an interactive course and you should ask questions.

 Ground rules for participation:

o Support and encourage other participants

o When someone is contributing everyone else is quiet

o Be patient with others who may not be grasping the ideas

o Focus discussion on the topic

o Speak to the trainer if you have any concerns

 Know how to define market research objectives

 Learn how to define data gathering approaches

 Understand how to develop market research plan

 Gain skills and knowledge required for this unit

1. Identify market research needs

1.2 Identify contribution of market research to enterprise activity

1.4 Consult relevant personnel to determine research needs

1.5 Develop statement of market research needs

1.1 – Communicate role of market research in enterprise operations to relevant

Contribution of market research may include:

 Information about competitors, clients, stakeholders

Information to enable predictions for:

 Service development and delivery

Identify the market research needs

Suggested examples Your further comments

Getting to know your customer

Analysing consumer behaviour

Be informed and discover what customers or the

Timing. Establishing when do customers or

Research information so that you can develop

Gathering information to be used to make

Researching market segmentations which in turn

Communicate the role of market research

 Communicating the role to existing personnel?

 Communicating the benefits?

 Communicating the downsides of not doing it?

Discuss a workplace situation as an example

Market research options

Examples Your ratings

Evaluating various forms of advertising

Information about competitors, clients,

Effectiveness of your website

Service development and delivery

What about the contribution towards the market research?

Should you have in place a clear

To what extent should you go to

Are there questions of ethics or

Is market research the same as market intelligence?

Market intelligence is generally regarded as “gathering information on a regular, ongoing basis”, so is

 Should market research be more aimed at segments or individuals in the current

 Is market research impacted by environmental changes?

1.3 – Analyse enterprise planning and performance documentation to

 Information about sales and sales force

Research needs may include:

 Comparing consumer attitudes to an organisation's services and those of competitors