Introducing our latest product – SlideViewer

Why we developed the ability to publish interactive PowerPoint reports

We spend a lot of time thinking about how B2B syndicated research content is published and consumed. One thing we have really noticed is how the traditional A4-style report authored in Microsoft Word is slowly being usurped by PowerPoint. The highly visual content, in landscape form, looks great on widescreen monitors and allows publishers to present data in a more graphic format.

As a leading publishing technology company, our response to these changing publisher customer requirements was twofold: firstly, we needed to improve the landscape view, and secondly, we wanted to add ‘interactivity’ to PowerPoint reports.

Before we started development work, we had three tricky problems to solve:

  1. How could we deliver content in landscape and portrait format in the same interface whilst retaining a consistent end-user experience?
  2. How could we show meaningful previews of pages within search results so end-users have an idea of the contents of a slide?
  3. Could we develop a function for readers to identify tables and figures and extract the underlying data?

Five months after these challenges were proposed we have the solution to all three! Our new module, SlideViewer, showcases PowerPoint content in an easy-to-read landscape format. It also provides search across multiple reports with a great page preview option and the data within tables and figures can be extracted to a spreadsheet for further analysis.

Additionally, within a slide an end-user can clip sections, add notes and share with colleagues reducing the need to download a report for offline reading.

A key outcome of the project is for publishers to heighten subscriber engagement with content. Metrics around this could include increased number of online reads vs. whole file downloads and an increase in content interactions within the platform.

SlideViewer’s benefits are numerous but can be summarised as:

  • Analysts can deliver their interactive PowerPoint-created content using their existing production methods
  • End-users can quickly find and reuse the content they need in their own research without the need to download the whole report; and
  • Publishers can see data regarding usage which will allow them to understand the content’s value to their subscribers.

We have 16 years of experience developing interactive online experiences for research publishers. Our long-standing DocViewer provides a uniquely interactive interface for the search and consumption of longform research reports created in Word.

We know the SlideViewer module will be a hit with our publishers as they get to publish visually appealing content which is easily accessible by their users with no change to their authoring workflow.

How business information publishers should plan for business post-Coronavirus

6 minute read

Six areas that management should focus on

Government responses to the Coronavirus pandemic are having a terrible impact on economic activity. Fortunately, unlike travel or hospitality, the B2B publishing sector is not in the immediate front line of the fallouts from government lockdowns. That said, as the economy rapidly weakens and confidence falls, there will be a longer-term impact on the sector and revenues will be bitten into.

Apart from live events, which are currently either cancelled or postponed to a future ‘normal’, not all is doom and gloom for publishers of high-value B2B information and data products. Aggregated visitor data to our publisher customers content platforms is showing no significant change in numbers since the crisis began.  Perhaps we can conclude from this data that our publishers’ content and data (which covers many industries) is still valuable and needed by their corporate customers.

Further encouraging signals came from a recent survey by B2B media subscription consultancy Substribe, which indicated that over 80% of B2B publishers have seen an increase in customer engagement since mid-March. However, despite this robust percentage, only 40% are confident about growth from their subscriptions. Perhaps the survey question was incorrectly phrased – who apart from grocery stores and video conference tech providers are expecting growth?

So, what should B2B publishers and business information providers be doing to ensure they survive this economic crisis and come out the other side fitter and ready to take advantage of opportunities? I suggest six actions that all publishers should be considering right now.

1.  Intensify focus on retaining your customers.

The old adage for choosing property (and name of a popular English television house hunting programme), location, location, location could be matched in the publishing world by retention, retention, retention. The winners will be companies that retain their customers through this crisis.  Until now, churn is a way of life for subscription businesses. Acquiring new customers is going to be harder and unlikely to replace lost revenue. Think about it this way – zero churn is great for the bottom line because you are not having to replace lost revenue to stand still.

Holding onto a customer who is paying half of what they were pre-crisis is better than loosing them completely. So be nice, be smart and be proactive.

2.  Understand the value of your content

As a first-year marketing student will tell you, value is not the same as price. In the intangible world of content and data the value of product is often very much in the eye of the beholder. Your data might be robust and your analysts’ opinion well regarded but understanding why your customers buy your product and what tasks they use it for is not easy.  Start off by asking straight up why your customer values the content. Additionally, use analytics to see which content is being used. Be careful with popular content versus valuable content. Some subjects are popular (like articles on Tesla’s Elon Musk’s latest indiscretions!) but not necessarily useful in your customers’ tasks. In this crisis companies are looking for support to help with forecasting, understanding how competitors are responding and looking for competitive advantage to survive. It is important to convey that you are the trusted guide through this crisis in your messaging.

3.  Invest in delivery platforms

The sudden move to homeworking has made access to paid content and data through the user’s browser an imperative. Companies still relying on terminals or IP-specific access will have to change. We live in an access-anywhere at anytime world and self-service content delivery platforms are a must.

In many cases your customers are performing tasks with your content and data. Will the “Zoom factor” change the way B2B information is packaged?  Ask how you can help with their tasks and workflow  and where they take place. This may open internal conversations about how the actual delivery of content could be improved.

4.   Diversify your portfolio

Although virtually no sector is going to be left unscathed by the economic fallout from Coronavirus containment measures, some sectors are more badly affected than others.  , while others such as transport or construction could suffer as companies in those sectors lose confidence and shed staff. Some information formats are suffering such as live events which are decimated, and advertising-driven publications are seeing sharp downturns. But, other forms such as news, market forecasts (however sketchy!) and peer advice are seeing upticks in engagement and readership.

This begs the following questions for a publishing company’s management. Should they:

  • Specialise heavily in one sector or publish across industry verticals?
  • Offer a range of formats with different type of revenue streams? and,
  • Look to repackage their content for a different audience?

However, whatever the sector or format, I believe the companies that will prosper are those that have a range of offers, solid subscription revenues and, above all, are trusted and valued by their customers.

5.  Accelerate product innovation

Anecdotally the crisis is accelerating the pace of innovation and change in companies. Decision making is quicker and projects that were scheduled to take months are now being completed in weeks. Whether this ‘war footing’ can continue indefinitely remains to be seen, but creativity will become increasingly essential in finding ways to adapt. Companies with high exposure in the live events sector or from advertising revenue will want to quickly rethink the future of their offer. Some ideas I have heard floated could include:

  • Develop a freemium-type model to drive readership in the hope that a profitable percentage can be converted into customers when the economy recovers. For example, a regular, (sector specific) update summarising Coronavirus related news
  • Repurpose old IP (after all its creation is a sunk cost) into a new product. This idea has relevance for conference companies who might have stacks of old presentations.
  • There is a real sense that people are ‘lonely’ in business and want to be connected to those having similar experiences. Can this desire for social connectivity and community within the business world be an opportunity?
  • Look how to double-down on subscription revenues. Can you communicate more value or transition to a membership model with a more personalised offer?
  • Repackage content and sell at a different price bracket of to a different audience.

6.  Prepare for a downturn and change in working patterns

Preparing for an economic downturn is gloomy but also pragmatic. Many sectors are and will experience a slump as the economy goes into recession. Instead of hoping that things will go back to normal (bit vague – what is normal?) all companies must prepare themselves for leaner times. Publishers will be exposed to the vagaries of their customers’ spend and will need to regularly reforecast, find efficiencies and reduce overheads. Additionally, in the short-to-medium term working patterns for staff will change with more homeworking and less face-to-face contact, which will change daily operations. On this point the future is unknown, but the successful companies will be those that develop new approaches rather than reacting with short-term solutions.

Looking to the future

In summary, I think the publishers and B2B info companies that will come through this crisis in good shape are those that work hard to:

  • Build personal relationships with their key customers and empathises with their needs,
  • Communicate the value of their product and reinforce why the content and data is trustworthy,
  • Deliver products that help the users complete a task (particularly important as so many are working remotely),
  • Develop a diversified product portfolio, by sector, usage and audience, and,
  • Think creatively about how to turn a crisis into an opportunity.

The cliched saying that we are living in unprecedented times is of course a truism. We are living in challenging times and are having to rapidly change the way we work. Publishers which will be most successful are those that adapt to this huge challenge facing humanity – a new challenge for everyone involved.

Going remote: moving to remote working in just five days (and two years)!

By mid-March, it was becoming clear that the UK government was going to introduce a ‘lockdown’ to combat the threat from Coronavirus. As a business we had two major concerns; the safety and health of staff and continuing to provide a business-critical software platform for our customers.

A national lockdown meant that our team were no longer able to work from our head office in Leeds, requiring the business to move all employees to remote working from Monday 23rd March. The week prior everyone worked hard over the five days to ensure we had in place the technical, management and administrative requirements for business continuity. We succeeded, but in reality, it didn’t take us five days – it’s taken two years of preparation.

In December 2017, we adopted Microsoft Teams as the start of our project to increase collaboration and remote working options, as well as put in place measures to ensure business continuity should distribution strike. By January 2019, we had already created a working environment built on cloud services. Many staff were already choosing to work from home one or two days a week and there are team members based in Cambridge, Norwich and Berlin. Furthermore, we have a fantastic network of freelancers, such as designers, developers and writers who are part integrated into our systems.

Transitioning the entire company to working remotely, without any major disruption was technically possible and so far, successful.

Remote working culture challenges

So, the challenge of a sudden, enforced move to a fully remote working is not really technical, it’s the rapid cultural change needed that will test us as individuals.

How can we ensure that all team members (including senior managers) remain task-focused and motivated and not distracted by their domestic circumstances? Many team members are anxious about the Coronavirus situation and worried about being stuck at home for many days. The lockdown situation has added an extra dimension to homeworking for some team members, in particular – parents caring or educating their children and those living, and now working on their own.

Our first response has been to introduce twice-daily informal ‘huddles’ which help the team to react quickly to daily changes and keep up morale through friendly banter.

“As a business, we are feeling our way day-by-day. And, although its only week one, the transition has been fairly smooth with all team members trying their hardest to be positive and professional”, said managing director Mitali Mookerjee. “Our company values of positive​, open​, wellbeing​, innovation​ and empathy​ – POWIE for short – are certainly being tested”, she observed.

“We all have to show support and understanding to each other as we are all in this experience together,” commented the founder Daniel Lord. “Let’s hope for a quick end to this crisis and a brighter future”, he added.

Five tips for our enforced remote working are:

  • Run a daily ‘social’ video call with all team members where the team can chat about our day, make jokes and ‘shoot the breeze’.
  • Block out time in diaries for morning breaks, lunches, walks etc.
  • Abide by a clear start and finish time so team members can separate home and work lives.
  • Use of ‘Set status message’ in collaborative software to communicate your activities (i.e. I’m having lunch).
  • Encourage all team members to be open about any problems they are having.

Important update regarding business continuity because of the outbreak of COVID-19

The situation with the outbreak of Coronavirus is escalating; therefore, we are closely monitoring the situation and following the latest guidance from the WHO (World Health Organization) and UK authorities.

Our focus is the welfare of our employees and ensuring the continuity of service for our customers.

Steps we are taking regarding staff:

  • All staff have been provided with the tools to work remotely and securely from home if necessary, therefore ensuring the provision of our services throughout any potential ‘lock-down’ period.
  • We have instigated regular communication to employees reiterating public health guidance. We have in place additional hygiene measures in offices, for example, hand sanitiser and wipes.
  • We are following PHE guidance on self-isolation for any employees returning from high-risk areas, or who have a cough, high temperature or shortness of breath, even if symptoms are mild.
  • Currently we are not deploying our staff to any physical premises and have ceased in-person meetings.

The Publish Interactive platform
We are fully prepared to enable our staff to work from home or offsite and therefore envisage very little disruption in our operational work. Our platform is hosted by third parties and they have reassured us they can continue to provide uptime.

Therefore, we are confident that customer sites will continue to operate as normal.

Additionally, customers can expect the usual level of support regarding helpdesk tickets and administrative enquires. Our phone and email systems will continue as normal during UK business hours.

7 key trends for B2B research publishers in 2020

7 key trends
for B2B research publishers
in 2020

To mark the end of one decade and in anticipation of the next (is it really 20 years since the Millennium!) we have highlighted trends that are likely to shape high-value business-to-business research publishing over the next 12 months and beyond.

Our seven trends that forward-thinking research publishers should consider as we move into 2020 are…

#1 Continued emphasis on subscriptions

Publishers will continue to try and persuade low value customers to become subscribers that provide recurring revenues. There are multiple routes to this goal, including the development of membership programmes with dynamic pricing, or planning an upgrade path from first interaction to fully-fledged high-value customer.

Technology enables this process to run more smoothly by personalising the user journey and establishing a upsell mechanism that encourages single copy customers to develop a deeper relationship with the publisher.

#2 The customer at the heart of decisions

The next 12 months will see greater emphasis on customer centricity and developing this mindset across the organisation. This will mean publishers spending as much time as possible with their customers to really understand the value they provide.

Customer centricity isn’t just about cementing external relationships: product teams will be working alongside customer-facing teams to ensure products are on point. We anticipate that those in customer-facing roles, such as sales, should become more involved in product design and development.

#3 Embedding interactive data

We expect publishers to really start tackling the technical challenge of how to allow users secure and seamless access to different content types. Specifically, we are thinking about how interactive data can be made securely available alongside written analysis – or embedded within.

By making use of single sign-on systems and/or technical integrations, users can be provided with access to the specific content they need even more quickly and easily.

#4 Making use of accessible AI

In 2020 artificial intelligence and the computing power needed to run advanced algorithms will become more accessible than ever before.

Publishers will have the potential to develop search that understands what is contained in a piece of content and the nature of its relationship to other content types. Deepening the quality of search can help users cut through content noise to specific information that answers their questions.

#5 Shortening time-to-publish workflows

Customers of syndicated market research will increasingly demand more timely data and insight. This puts pressure on publishers to reduce the time spent developing, producing and publishing content. A digital-first workflow – enter-once-distribute-anywhere – will be the goal.

In 2020, publishers will start to look harder for efficiencies in the authoring and production process. This could take the form of automated content reviews, in-platform authoring or on-the-fly design.

#6 Differentiation through content design

We anticipate high-value publishers will place greater emphasis on content design as a branding mechanism. This should help create a sense of authority, value and quality that will set them apart from less compelling sources that are either free or low cost.

We expect content to be more specifically designed for screen consumption, rather than print. As such, data and storytelling content is likely to become more visual with fewer words.

#7 Analytics at the heart of everything

Readership and content usage stats will be increasingly used by publishers to manage their business. Customer usage data will underpin subscription renewal discussions as perceived use of content will be challenged by data on actual use.

Taking cues from the B2C world, editors will use data on topic or article popularity to help with content commissioning.

Authored by

Edwin
Edwin Bailey
Director of Strategy
Mitali
Mitali Mookerjee
Managing Director

Enhancing research loyalty with data

Enhancing research loyalty with data

When it’s time for a research publisher to renew a subscriber account,
good quality user data can play a critical role.

An account manager who can establish what content has been accessed by users – and their engagement levels – is well-placed to accurately convey to the customer the value of the service they enjoy.

Creating loyalty through understanding

For many publishers, however, establishing even basic usage data can be a challenge that ultimately does nothing to aid the renewal process or boost understanding of the users.

Yet if these challenges can be overcome – and a supply of good quality user data established – a publisher will have the tools needed to help boost engagement and improve customer retention.

In this short guide, we examine three key challenges facing account managers as they attempt to use analytics to establish critical insights and build customer loyalty.

Challenge 1: Faster, easier, and more usable data

A research organisation looking to extract insights from usage data can be negatively impacted if the process to extract them is manual or slow. For data to play a fundamental role in the development of a research business, access needs to be quick, easy, and automated.

Better flow

Improving the ‘flow’ of information can increase use, but this alone won’t herald a data rich age. Information also needs to be presented in a way that helps establish insights immediately.
That means providing the ability to view stats from an account and user perspective or to easily switch to review usage by topic and/or content category.

Visualizing data

Whatever data is sought, it’s a must to display this via a dashboard that summarises activity and enables more considered investigation. Account managers don’t want to rely on asking colleagues for stats, to wait for them to arrive, then be forced to format them in a spreadsheet before they make any sense. Account managers need immediate access and insights.

Challenge 2: Refocus on engagement

Data provides insights that help forge closer ties with customers, but often they’re only used to review client performance or to demonstrate value ahead of a contract renewal.

Usage of this kind is, of course, vital; but if data is only used in this way then a fundamental part of its potential is wasted…

Re-engage to retain.

Regularly reviewing usage stats can help account managers identify, at an early stage, poorly performing accounts and disengaged customers the publisher is at risk of losing.

Sometimes the limited usage challenge is the result of poor data. If the only available stats come from the CRM system, they’re unlikely to have the necessary depth to help identify a disconnected customer.

If detected early, the opportunity exists to turn a disenchanted user into a satisfied customer; but to do this account managers need to be empowered with tools that provide real insights.

Challenge 3: Standardisation

What to measure and report

Usage stats can establish the strength of a publisher’s customer relationships and help identify opportunities for improvement, but none of this is possible without a structured approach to data gathering.

Statistical performance highlights aren’t enough: standardisation is critical. That means a common set of datapoints regularly gathered and reported to help an account manager understand, at any given time, what content is most compelling, what isn’t working, which users are most compelled, and those that are not.

Establishing and reporting even basic datapoints like this can help account managers to accurately establish customer insights that, in turn, can drive their business forward.

As the developer of a leading SaaS research publishing and content management platform, Publish Interactive is well-placed to help research firms maximise their relationships with customers.

New analytics features now available to all customers

You can now track and improve your retention rates, through the account renewals, chart, account activity scores and improved logs. These features are now available to all our customers as standard.

Understand your customers better

To help you get better insight into how your customers are using your content, the key usage stats that you can download from the system have been updated to use much clearer log names used in the activity score, so that you know exactly what your customers are doing on your site.

We are keen to continue improving this area. We’d love to hear your ideas about the functionality you need to keep renewals high.

Boost your renewals: Three new functions to help account managers retain customers

Here at Publish Interactive, our aim is to help research publishers improve the way they do business. Extensive customer feedback told us that publishers need new ways to help account managers to increase customer retention.

You asked, and we have delivered…

Our latest feature rollout contains three new pieces of functionality to help account managers reengage customers, assist them during subscription renewals, and measure the impact of their work through charting customers renewals year on year.

1. Understand your customer retention rate

Account Renewals

The graph displayed in the new Account Renewals page breaks down how many customers held a license in each year. It details new clients and the number of clients that renewed from the previous year.

This visualization provides a critical performance insight. It will help publishers decide where to focus their revenue improvement efforts – either in gaining new customers or on retention.

2. Identify your at-risk/disengaged customers

Activity Score

To ensure a happy customer, an account manager needs to understand the way in which they use and interact with research content. To help them achieve this, Publish Interactive’s new Activity Score function records all user actions across an account in any given period and turns this into an overall engagement score.

At a glance, account managers can see what actions are contributing to the score and quickly understand how an account has been used.

The overall score then allows account managers to quickly compare periods to see how activity has changed over time.

3. Demonstrate your value at renewal time

Improved Logs

To accurately assess the behaviour of customers, account managers need simple and clear information about their activity. That’s why Publish Interactive has overhauled its activity logging approach. Not only have four new types of activity log been added, each log definition has been recreated to make them easier to understand.

The combined use of the Activity Score and the new logs will help account managers gain a greater understanding of customers and their relationship with content.

The new functionality added to Publish Interactive will also enable account managers to prove the impact content is having on customers and, as a result, act as a vital tool in encouraging subscription renewals

Publish Interactive is keen to continue improving this area. We’d love to hear your ideas about the functionality you need to keep renewals high.

2018 – shaping the future

2018
shaping the future

New products, closer relationships,
and meeting users’ shifting expectations…

To mark the end of an exciting year at Publish Interactive, our directors explain how the year just gone will shape 2019, and beyond.

Emma

Emma Forber
Director of Client Services

‘What marks out 2018 is deepening customer relationships’

Over the past 12 months, we’ve signed some great new customers, renewed contracts, upgraded technology for others, and launched a string of interactive research portals. By any measure, it’s been a busy year, but what has marked out 2018 was the ever-deepening relationships we have forged with our customers.

The quality of our relationships is paramount, but during 2018 we’ve sought to deepen them further by establishing customer connections at each level of the business and across multiple departments. We now have an active customer panel to feed back into the development of our solution and our teams in operations, development, commercial, marketing, and product owners have strong relationships into our client businesses that will help us respond even more directly to their needs throughout 2019 – and beyond.

Tom

Tom Gibbs
Director of Operations

‘Much work was under the hood, developing vital infrastructure on which customers rely’

Our policy of continuous development means we rarely sit still. Since January, we’ve introduced a new content product and features to do all sorts of things – including making it easier to brand content and adding several elements to enhance workflow efficiency.

Of course, this is just the work you see; much of our endeavour has been under the hood, developing the technical infrastructure that ensures our platform will continue to grow and integrate smartly with the various technologies relied upon by our partners.

To achieve this, we’ve launched a host of new APIs throughout the year to help customers use our software in the most effective and efficient way possible; but perhaps our most critical work has been our forward architecture planning. Through this process, we’ll ensure that future iterations of our software can increasingly operate through the cloud and deliver the speed and stability our partners will need.

Mitali

Mitali Mookerjee
Managing Director

‘Developing a deeper understanding of end users’ needs will be a key focus in 2019’

Research consumers (our customers’ customers) need critical business insights supplied in a way that complements, rather than disrupts, their working lives. They need digital research services to slot efficiently and seamlessly into their workflows.

At Publish Interactive, we’ve always taken a lead on developing the technology research publishers need to meet the high expectations of their end users – and 2019 will be no different.

In the next year, we’ll focus on understanding even more about the behaviour and usage of end users, developing on the customer panels established in 2018. We’ll be enhancing our multi-format content capabilities – for example, making better use of landscape views and slide formats for PPT support – that enable publishers to deliver research to their customers in the most accessible and re-usable way possible.

Daniel

Daniel Lord
Founder

‘Our job is to empower analysts to reveal insights in compelling ways’

The explosion in data is well documented and, if anything, the past year has seen an acceleration. In an age of abundant information, analysts who can pinpoint telling and true insights are more vital than ever; but it’s a reality of research that as the nature of data changes, so does the end-user requirement.

Not a generation ago, static report formats delivered static insights: this sector is growing, this one is not. Those answers are of little use now; businesses need insight that reveals something previously unknown that they can customise or run through appropriate filters to make it applicable for them.

The challenge for analysts now is twofold: find new insights and demonstrate them in the best way possible. For an experienced and insightful analyst, the first point is within their reach; but it’s the second where they’ll need help – that’s where we come in.

It’s our job to help analysts reveal new insights in compelling ways. In 2019, We’ll help analysts reinvent themselves by making the most of the opportunities data provides. And while the future of research will certainly be enriched by artificial intelligence, key differentiators will continue to come from human endeavour and the ability of authors to express themselves in formats that enrich their insights and enable the audience to make immediate use of them.

What did our customers think in 2018?

These two uses perfectly show how Artificial Intelligence can shake up research

The focus and determination to make use of Artificial Intelligence (AI) is red hot across all industries. While some race ahead, others like the research sector are watching these early adopters and learning valuable lessons that could help inform their own implementation plans.

Technology and, particularly, the retail sector have been quick to make use of benefits offered by different forms of AI.

Apple’s Siri is a ubiquitous form of natural language processing (NLP) that interprets voice commands and responds accordingly, while online retail often involves automated chatbots supplying customer support.

New business

A study from Boston Consulting Group examined the appetite for AI across businesses. It found that 75% of executives believe AI will enable their companies to move into new businesses.

The research also suggested that almost 85% believe AI will allow them to obtain or sustain a competitive advantage, while more than 60% said a strategy for AI is urgent for their organizations.

Desire is high, but the gap between appetite and execution remains significant. The Boston Consulting study found that just one in five companies has incorporated AI into some offering or process, while just one in twenty has extensively incorporated AI.

AI in research

Within the research community, the need to incorporate AI is understood but use or experimentation are not yet widespread.

A lack of widespread experimentation, however, doesn’t mean there’s no experimentation. In fact, there was a conference last year on this very subject (recordings of the sessions can be found here) and there are several organisations making waves in research with AI and a string of other interesting applications.

One application highlighted in a research paper by InSites Consulting looks at the use of predictive analytics to ensure that market research communities and consulting boards are not disproportionality influenced by strong characters who might skew research outcomes.

Looking further afield, Prague-based response:now is an organisation doing impressive things. It supplies automated market research that creates reports based on machine learning. It already works with Google, Mastercard, and McCann.

Fred Barber, Managing Director of response:now in North America, explained his business’s proposition to Martech Today – 75-80% of the current effort in market research, he said, is in writing the reports.

“It [writing] is costly and time-consuming,” he said. In comparison to traditional research, response:now can deliver in “five days, not five weeks and for 2K instead of 20 (on average).”

So, that’s a heavily increased speed at a much-reduced cost. In those terms, market research can become much more every day. It is something actionable and relied upon by managers and workers, rather than accessed mainly by executives who may or may not build it into strategy.

Next moves

Even in the two simple examples we’ve highlighted, it’s possible to see how AI can be a disruptive force in the research industry.

Our examples show how research production could be altered, but what we haven’t really touched on (and it’s a subject to which we’ll return to) is the effect AI is likely to have on the way research businesses interact with customers.

Before signing off, we just want to highlight a key finding from a recent 451 Research Study on Current and Future State of Artificial Intelligence and Machine Learning. It says machine learning is set to be the most transformative technology existing over the next decade. It also says that we are approaching an inflection point at which companies that have not integrated machine learning into their offerings will fall behind those that have.

To remain competitive in the research sector, it looks like executives might have to get to grips with a lot of new ways of interacting with the customer…

If you’d like to know how technology could enhance your research business please call, email, or sign up here for a demo of our industry-leading content publishing and management system.