Innovation Management Wisdom

Wireless Company Learns that Customers in Two Markets Have Different Expectations

October 7th, 2008

Managers of a wireless communications company wanted to improve customer experiences, loyalty and sales in two geographic markets. The company was considering several alternatives.  These included changing its rate plans, improving customer service, investing in transmission quality improvements and increasing its advertising expenditures. 

Improving “everything” was not feasible.  Managers needed to focus its efforts in the areas that mattered most to consumers.  Whyze Group designed, conducted and analyzed 1,000 interviews with cellular users, including competitors’ customers.  Questions focused on perceptions of quality, price and overall value for each competing wireless carrier. 

Comparing customers’ perceptions of each carrier enabled us to identify the strengths and weaknesses of each competitor.  Additionally, we determined the relative importance of each quality and price attribute we explored. 

Whyze Group demonstrated to managers that consumers in the first market were quality-sensitive.  Also, consumers perceived that our client’s transmission quality was inferior to competitors. 

The company needed to improve consumers’ perceptions of its transmission quality. We recommended that our client measure its signal strength throughout this market.  If our client’s signal strength was on par with competitors, then our client could effectively employ marketing messages bolster perceptions of quality. If not, then managers should consider increasing signal strength.

In the second market, consumers perceived that our client’s quality, price and value were on par with competitors. Consumers in this market were more sensitive to price. We recommended that our client incorporate messages about its competitive rate plans in it marketing materials to boost its share of this market.

Entry Filed under: Qualitative Research Case Studies


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