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Incite is an award-winning strategic marketing consultancy.

We unearth insights about consumers, brands and businesses that help you think more clearly, plan more effectively, and create real, lasting change.

We are a team of experienced commercial practitioners. We’re inquisitive, open-minded, determined and pragmatic. Our idea of a good day is one spent with you, unlocking opportunity.

Drinks (Alcoholic), Finance/Investment – Business, Finance/Investment – Personal, FMCG – General, Healthcare, Information Technology, Pharmaceutical, Retail, Sport/Leisure/Arts, Travel/Tourism
Advanced Statistical Techniques, Co-creation, Consultancy, Data Mining, Depth Interviews, Diary Studies, Ethnography, Group Discussions/Focus Groups, In-Store Interviews, Internet Research/CAWI, Multivariate Stats and Modelling, Qualitative, Quantitative, Viewing Facilities, Volumetrics
Analytics, Behavioural Change, Brand/Branding, Consumer, Emerging Markets, International, New Product Development, Pricing, Simulated Test Markets, Social Media, Usage & Attitude
Africa, Australasia, Canada, Central Asia, Central Europe, China, Eastern Europe, India/Pakistan, Japan, Middle East, Northern/Western Europe, Pacific Rim, Republic of Ireland, Russia, Scandinavia, UK, USA, Worldwide
Senior Contacts

Audrey Anand (Director)
Claudia Brendel (Director)
Elizabeth Eckardt (Director)
Matthew Froggatt (Managing Director - Incite Group)
Neal Game (Director )
Pranay Jeyachandran (Deputy Managing Director - London)
Elaine Kent-Smith (Director)
Peter Kneale (Managing Director - London)
Kevin Kruper (Managing Director - New York)
Derek McInnes (Director)
Helene Mills (Director )
Stefan Schafer (Director )
Jonathan Stone (Director)
Lisa Stych (Director)
Rosalynn Tang (Managing Director - Singapore)
Kevin Waters (Managing Director - San Francisco)

Breakdown of Personnel

Admin/Support staff: 4
Executive/Research staff: 69
Non-research: 11
Data processing: 2
Field managers/supervisors: 1
Total Number of Employees: 51 to 100

Address

11 Soho Street
3rd Floor
London
W1D 3AD
Tel: +44 (0)20 7438 4950
Email: peter.kneale@incite.ws
Establishment date: 2000

International Address

Incite Marketing Planning San Francisco
22nd Floor
44 Montgomery Street
San Francisco
CA 94105
Tel: +1 (415) 213 4444
Email: kevin.waters@incite.ws

Incite Marketing Planning Singapore
36 Armenian Street
#04-02 Singapore
Singapore
179934
Tel: +65 6709 9191
Email: rosalynn.tang@incite.ws

Incite Marketing Planning New York
3rd Floor
125 Park Avenue
New York
NY 10017 
Tel: +1 (212) 518 4154
Email: kevin.kruper@incite.ws

Speed to value: Unlocking the value of research quickly

Often with research, deliverables dictate the timings of clients’ decisions rather than vice versa, and outputs are cumbersome with limited utility post-presentation.

It doesn’t have to be this way. Applying Agile principles to research unlocks its value earlier, helping clients make better decisions, faster. We call this speed to value.

Agile is a project management technique that was popularised by software developers in the late 1990s.

Through working with specialists in web design/build and technology-based innovation, we’ve seen the benefits of Agile processes first-hand.

Companies that deploy Agile principles are culturally different to the organisations that do not. But much of the ethos – collaboration, iteration, working at pace – is transferable to research.

Speed to Value Requirements

Three core principles underpin the speed to value concept:

  • Purpose
  • Pragmatism
  • Informal

Often, time is lost, and the value of research is eroded, by nice-to-haves; being purposeful about goals, and pursuing them single-mindedly, is the key to faster, better outcomes.

Whilst attention to detail is important, when it’s essential to deliver value at speed, trade-offs are required: pragmatists accept that ‘good’ is good enough.

Given speed is of the essence, both agency and client need to be comfortable working informally: sharing key data points before the full set has been analysed; and working closer to the raw materials – data tables, live observation of qual, basic charts.

How does agile research work in practice?

The first step is to work closely with the client to develop a visual framework that sets out what the work needs to achieve. Typically, this includes:

  • Challenge definition: a clear statement of the research challenge, marketing challenge and business context
  • SMART core question: a single focal point for the work
  • Issue tree: the detail of the core question broken out to identify the smaller questions that, collectively, will answer the larger one

This material serves as a guide and reference point throughout the project.

Next, we determine what – if any – research is required. Agile research involves doing the research you need and only the research you need. We call this Minimum Viable Evidence: what do you need to know to make decisions and be confident that they are the right ones?

In some cases, primary research isn’t necessary. When it is, surveys and interviews are shorter, and samples are smaller.

Analysis need not wait till the fieldwork is complete: be driven by the client’s schedule, not your own, and provide enough information for clients to make key decisions with the rest following later. We don’t need all the answers – 70% is sometimes enough. And we know that analysis of partial data need not compromise accuracy.

Further time can be saved by making the analysis process collaborative: use the same tools you’d use internally but work directly with insight and marketing teams. Speed is not the only advantage: by working together, final outputs are more relevant to the business, higher quality, and fully owned and understood by stakeholders.

How do the outputs differ?

Traditional research outputs are rarely engaging or inspiring. The ‘classic’ research report attempts to do two jobs: telling a ‘story’ with implications and recommendations; and serving as a reference document. But it often fails to do either well. Detailed, data heavy documents aren’t the best way to land action points. And even the most detailed written reports rarely contain all the data in a way that is easy to search and extract.

Agile outputs address these issues:

  • Fifteen slide report: summarises actions based on pre-agreed interpretation of the analysis. Refers to the data without trying to comprehensively document it
  • Dashboards, interactive files, data tables: fit for purpose as comprehensive reference works; quick and easy to produce
Is an Agile approach right for you?

Agile approaches aren’t for everyone. Nor are they right for every project. But when speed to value is desirable, it requires the following from the client:

  • Time: often more than a typical (longer) research project, and compressed into a shorter period
  • Collaboration: client and agency roles should be fluid and overlapping
  • Mutual trust: agency and client work as equals
  • Senior stakeholder buy-in (and ideally involvement)

And while these might not always be the easiest things to secure, the benefits of Agile working – not just speed, but speed to value – provide compelling reasons for this way of working to become the new norm. It sets a challenge for clients and agencies alike, but one with substantial rewards.

Source: Research World

"Incite have had a phenomenal positive impact on the Virgin Trains East Coast business over the last year, through a number of key strategic projects that they have undertaken. Their commercial astuteness and business-centric approach, paired with their passion to go above and beyond make Incite an indispensable extension of our team. They never fail to impress and have gained strong trust across the senior team. Their recent work on breaking down our affordability barrier has resulted in us dramatically altering our marketing communications, trialling a new ticket pricing structure and working to overhaul the future of rail ticketing!"

Clare Marks, Head of Research & Insight – Virgin Trains

 

"Incite are a trusted agency who we use for a variety of needs, including segmentations, customer satisfaction, brand image, modelling and consultancy. Their work has contributed to research and insights becoming integral to the organisation’s strategic plan. This is because they have proven they can consistently deliver commercially-minded recommendations to the business, often concerning sensitive topics like fan behaviour or difficult audiences like high net worth individuals. We’re very comfortable allowing Incite to supplement our team by developing close relationships with senior stakeholders through to presenting directly to the CEO."

 

Ross Antrobus, Head of Research and Insight - The FA

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