In business, good research often takes a backseat to a rushed pursuit of actionable insights. However, effective research needs strategic thinking from the earliest stage of research design. This means aligning research objectives with strategic imperatives, ensuring that each inquiry serves a clear business goal.

Strategic research centers on the proper alignment of methodology with objectives. Focus groups, for instance, are not mere substitutes for in-depth interviews (IDIs); their efficacy lies in their ability to foster dialogue and discussions, but they often lack the ability to dive into deeply held beliefs and personal drivers. By tailoring research approaches to fit the nuances of each project, we unlock untapped potential and maximize the value of participant contributions.

Recruitment is often just seen as an operational step. However, when designing and assembling our research samples, we need to remember that our samples are human—not just demographic metrics. Beyond age, gender, education and income; factors such as life stages, familial structure, nature of work, social influence, and digital behavior provide crucial insights into who we are engaging with. It’s often these latter criteria that, when screened for during recruitment, allow us to better target and tailor our research for better quality learnings.

Research in Action: New Product Innovation for Urban Grey Hairs

A recent study of Labbrand Malaysia is an interesting one to share. Labbrand Malaysia was commissioned to explore new food opportunities that spoke to the health beliefs, lifestyle, and eating habit of Chinese elders. To speak to this need, we went beyond age-based demographics, we recruited participants from diverse familial structures, including multi-generational families (living with children and grandchildren), empty nesters, and widows. While age served as a foundational indicator, we also delved into participants’ self-identified life stages, intricately intertwined with their professional circumstances. These life stages encompassed pre-transition individuals planning for retirement, mid-transition individuals adapting to newfound freedom, and post-transition individuals balancing family responsibilities or focusing on self-care.

By adopting this approach from the outset, we gained a nuanced understanding of how our target audience navigates their beliefs and eating habits across various life stages. We discovered that empty nesters face challenges transitioning from cooking for a large family to preparing smaller portions for themselves, which can lead to a loss of passion for cooking. As a result, they often adopt a “cook once, eat twice” approach. On the other hand, elders living with children and grandchildren prioritize others’ eating habits over their own. While their appetites and eating abilities may differ from younger individuals, they still prefer to accommodate the eating preferences of their family members, often opting to cook separate quick meals or consuming less themselves. If we hadn’t included a variety of familial structures in our research, we wouldn’t have uncovered these findings. This insight is instrumental in driving product innovation.

These examples highlight how research is at its core a journey of discovery—one that sharpens our thinking and enriches our understanding of the environments we navigate. This ethos should extend beyond academia and permeate the realm of business. When embarking on branding or innovation projects, perhaps we should shift the conversation from “how many focus groups or interviews do I need” to “what business problems am I solving” and “what are the objectives of running research.” By doing so, we ensure that research remains a strategic thought and tool for driving meaningful change and informed decision-making.

Eileen Tang

Founder & Managing Director, Labbrand Malaysia