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Watermelon are Customer Experience, Insight and Fieldwork specialists. We connect 100’s of global clients with their customers using dynamic platforms and surveys to help them create smarter, customer-centric businesses. We offer a flexible approach making it easy to build programmes that suit your business.

Our consultants deliver large-scale multi-mode studies start to finish. Fully trained in quantitative and qualitative research methods and web development, the team deliver accurate, innovative, insightful outcomes for every study – with fast turn-around times.

Our key offerings include:

Watermelon CX – Real time Voice of the Customer programmes built around your customer

Watermelon Insight - Design and delivery of analysis that adds value and drives commercial impact.

Watermelon Research – Smart, innovative and pragmatic field and tab solutions across all methodologies

Watermelon Data Services – Sentiment analysis, coding, transcription and data entry using both automated and manual approaches

We are a team of over 100 professionals who are fun, dynamic and above all passionate about research and technology.

Energy, Finance/Investment – Business, Finance/Investment – Personal, FMCG – General, Healthcare, Insurance, Property/Construction/Housing, Retail, Telecommunications, Travel/Tourism
Benchmark Studies, CAPI, CATI, Coding/Data Entry, Consultancy, Depth Interviews, Diary Studies, Face-to-Face, Group Discussions/Focus Groups, Hall Tests, In-Home/Doorstep Interviews, In-Store Interviews, Internet Research/CAWI, mCAPI, Mobile Web Surveys, Mystery Shopping, Online Results and Data Portals, Online Surveys, Panels, Postal Research, Qualitative, Quantitative, Questionnaire Design, Recruiting, SMS, Tabulation & Analysis, Telephone Interviewing, Tracking, Transcription
Brand/Branding, Business-to-Business, Concept Testing, Consumer, Customer Communities, Customer Loyalty, Customer Satisfaction, Data Analytics, Employee Research, International, Media Monitoring, Multi-Mode Fieldwork, Online Panels, Opinion Polling, Social Media
UK, Worldwide
Senior Contacts

Mark Squires (Chief Executive Officer)

Breakdown of Personnel

Executive/Research staff: 85
Non-research: 15
Total Number of Employees: 51 to 100


Greencoat House
Francis Street
Tel: +44 (0)20 7861 2080
Fax: +44 (0)20 7861 3081
Establishment date: 2012

International Address

Watermelon Research
Suite 602, 6th Floor,
66 Wentworth Avenue
Surrey Hills
NSW 2010
Tel: +61 (0) 2 8284 7209

Why Do Customer Experience Programmes Fail?

Many business leaders look to use Customer Experience (CX) programmes to strategically improve operations - surveys and studies indicate that companies are investing more today than ever before on customer service and customer experience. But why are CX programmes failing, and what can business leaders like yourself do about it? Here are four common pitfalls to avoid as you develop and execute a CX programme:

Lack of ownership

A CX programme needs attention to keep things moving forward. They require strategy and leadership from the top. There must be a programme owner – whether that is a team or an individual who are ultimately responsible for the success and quality of the programme. This team does not need to be an expert in all areas of the business, but the more time they spend with colleagues to understand their roles and needs, the more effective the programme will be.

Because a robust CX programme involves product, development, marketing, sales and customer success, one individual or core team needs to take ownership for driving multiple teams in the same direction. Without clear ownership, mission creep will derail even the most detailed CX programme.

Empower your leaders and give them the authority to be successful. Provide them with the resources necessary to create value.

Ineffective Strategy

Often, CX programmes have been poorly conceived and are simply not designed to inspire change or innovation. The programme needs a clear focus which holds change at the centre, as well as benefits to both the customers and business.

Effective CX programmes prioritise the importance of what gets measured against your desired business outcomes, known as key driver analysis. Key driver analysis helps you identify where the most effective change should take place within your organisation.

Departments need to work together – any time a customer has to enter the same piece of information twice, it is a sign that teams and systems need to be sharing relevant customer information with each other.

Losing direction

Many CX programmes start off strategic, with clear business objectives and a linear plan in place. However over time, big strategic goal often dissolve as employees focus on the here and now. CX programmes can often be pushed down the priority list by more seemingly urgent tasks that promise quick results.

How do you stop your CX programme from going off track? Communication and a clear roadmap is key. Have frequent catch-ups with the core team, as well as with key stakeholders, to keep engagement levels high and to make sure you’re on track to reach your milestones.

A change in team structure or employees, especially those directly involved with the programme, could also cause your CX programme to go off course if a full handover plan is not put into place.  Ensure that there is always a core person or team taking responsibility for the programme’s progression, at both agency and client side. Give the CX programme the resource it requires to keep moving.

Staying up to date with the latest CX knowledge is also a great way to ensure that your programme remains at the forefront of the latest innovations and doesn’t fall behind. Industry events are a perfect opportunity to discover what other companies are doing in the CX space – attend talks and speak to like-minded people to gather ideas and inspiration for your own programme’s future. 

Failure to change and innovate

Customer experience excellence in the marketplace is a constantly shifting target. What works today for customers is unlikely to remain relevant forever.

A forward-thinking approach is essential to keep your CX programme moving, and in turn your organisation. Organisations must be more vigilant than ever in remaining innovative and future-proofing their businesses. Create an innovative culture within your business – managers need to make sure that innovation is a job requirement for their employees. It should be woven into the fabric of the business and given a prominent place in job descriptions, procedures and performance evaluations.

Watermelon’s approach to CX is to constantly think about what’s next.  Every programme has a roadmap in place that maps out planned changes and creates a space for new technologies and developments. Our dedicated R&D team ensure we are at the forefront of both research and technology.

There are many obstacles that can prevent a CX programme from being successful. The key is to remember that CX programmes are not only about watching scores go up and down. The ultimate goal is to create experiences that add value to the customer and the business simultaneously, and this requires constant change.

Source: Watermelon Reseach

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