Author: Joaquim Bretcha (page 1 of 2)

Ma candidature à la Presidence d’ESOMAR

Bonjour,

Merci de votre intérêt pour ma candidature au poste de président d’ESOMAR 2019-2020. Je suis heureux de partager avec vous ma déclaration. J’espère que vous l’apprécierez et je serai ravi de répondre à vos commentaires. L’esprit d’ESOMAR est basé sur l’entraide et la communauté, il est donc de notre ressort de le façonner pour un avenir meilleur.

 

«C’est lorsque nous pensions avoir toutes les réponses que d’un coup, elle se changèrent toutes en questions»

(Mario Benedetti, écrivain uruguayen. 1920-2009)

La digitalisation de nos activités et de nos sociétés nous a conduits dans une nouvelle ère. Nous ne sommes pas dans une ère de changement mais nous vivons dans un changement d’ère.

Notre communauté d’études de marché a mis du temps à prendre pleinement conscience de l’ampleur et de l’intensité de l’impact de la digitalisation des vies de l’objet de notre métier: le consommateur/citoyen. Mais au cours des dernières années, nous avons lu, réfléchi, échangé et beaucoup d ‘entre nous avons écrit à ce sujet. Et surtout, nous avons agi ! Par conséquence, le paysage de notre industrie est en constante évolution.

Les nouveaux besoins des client finaux sont les principaux moteurs de ce changement. «toujours mieux, toujours plus vite et toujours moins cher», telle est la nouvelle revendication accompagnée de l’automatisation et de l’intelligence artificielle ; et cela diversifie les données, recherches, et les connaissances. Dans le passé, notre communauté pouvait être perçue comme un «James Bond Gentlemen’s Club» ; Aujourd’hui, je considère notre communauté comme une «cantine Star Wars intergalactique». Nos espèces se diversifient de jour en jour. Ces nouvelles espèces viennent de différentes formations académiques, avec des mentalités, des compétences et même des languages différents. Et cette diversité nous aide à atteindre notre objectif commun.

Je crois que nos deux plus grands défis sont de pouvoir développer et de diversifier davantage notre communauté ESOMAR et d’adapter continuellement notre modèle professionnel aux exigences des sociétés digitales, en particulier celles de l’éthique et de la privacité. Les principaux piliers qui nous aideront à relever ces défis sont notre code de conduite et nos capacités d’autoréglementation, notre création et notre échange de connaissances et l’approche appropriée du facilitateur d’affaires afin de permettre à la profession d’Insights de rester pertinente.

À cet égard, les trois priorités clés que je veux promouvoir sont les suivantes :

  1. Aider les membres actuels d’ESOMAR à s’adapter et à tirer le meilleur parti des opportunités offertes par cet écosystème en évolution exponentielle.
  2. Attirer davantage de nouveaux acteurs axés sur la technologie et l’analyse. Nous partageons tous le même objectif, nous devons donc être beaucoup plus intégrés et complémentaires les uns des autres dans le cadre d’un code éthique unificateur.
  3. Élever notre profession et être porteur d’un message: rester en tête de la législation, nous gagner la position auprès des cadres décideurs chez les acheteurs d’insights et accroître notre attractivité auprès des futurs chercheurs qui rejoignent notre profession.

Mes deux mandats au sein du conseil d’ESOMAR, en étroite relation avec les membres de la communauté international des insights, m’ont permis de comprendre l’état de notre profession, sa situation générale avec ses forces et ses défis. En parallèle, j’ai personnellement fait la transition du traditionnel au Digital. Mes expériences, mon parcours professionnel, mes compétences et ma volonté de promouvoir ESOMAR m’inspirent pour proposer ma candidature à sa présidence. J’aimerais contribuer et, avec l’aide de la nouvelle équipe, du personnel d’ESOMAR et de tous nos membres, renforcer le pont essentiel entre les continents et les pratiques. En vous remerciant.

Remerciements aux personnes qui m’encouragent dans mes démarches:

Dieter Korczak . Former ESOMAR President.  Head of GP Forschungsgruppe

Judith Passingham.  CEO, Ipsos Global Operations & Ipsos Interactive Services (IIS) at Ipsos

Simon Chadwick. Managing Partner at Cambiar. Former Insights Association President

Cristina Quental.  Vice President, Marketing Insights & Strategic Planning Sands China

Dan Foreman . Former ESOMAR President. Chairman, Non Executive Director and Advisor

2018: Quelle année!

2018 a été une année très intense. J’ai eu l’occasion de presenter différents projets de market research et représenter l’ESOMAR en Europe, les États Unis, l’Amérique Latine et l’Asie Pacifique. Et ça continue

AMSTERDAM

Foto 18 2

MAY

June

July

August

 

My TEDx Experience

This TEDx Talk was release in Royal Tunbridge Wells (England) on June 2017

Being up in the air is one of the traits shared by many of us on Linkedin. Although we no longer enjoy the glamour that air travel used to have before the “low cost” era, travelling for business is still perceived as very attractive. However, only those that spend a big portion of their time travelling know the challenges that a lack of routine brings in our daily life. Funnily enough, in all my years of travelling I have seldom had a conversation focused on the cons. I guess we prefer to focus on the advantages, which are many. And reflecting on the advantages was the aim of my presentation on how I enjoy travelling for business at the TEDx Talk I gave in Royal Tunbridge Wells (England) last June.

Delivering a TEDx Talk is per se already a challenge. Once I have done it all I can say is that it is an outstanding experience. It is not a standard talk in front of a big audience. It is more than this. You really feel the pressure of the TED brand. You know that you will not only be “judged” by the live audience but by everybody that will watch the TEDx video. So, how good or bad you deliver it will not just be erased from the audience’s memory but will remain on the net forever. Rather worrying, isn’t it?

The challenge starts when deciding the subject you want to talk about. From my experience, the first big step to overcome is to define the topic that you can talk about with some authority and construct a personal speech. I have not crossed the Ocean in a sole sailing trip. I have not founded a successful company. Neither have I overcome an extremely painful life situation. So, the first question to sort out was “what can I, a person coming from Barcelona, talk about with some authority to an English and later international audience?”

When I picked the subject of travelling for business my first thoughts were: “Will there be anybody interested in hearing my story? I am not unique and there certainly are thousands of people with a much longer and richer experience than mine. Why the heck should I think I have an authority on this”. It certainly is an exercise in humility.

So, once the subject is defined, the next step is to create an appealing story. For some months, the story was being created in my mind using those spare moments between flights. Disconnected unstructured ideas that come and go in the mind’s cloud. Certain discomfort appeared when I started to be aware that the organization committee was promoting me as a “travel writer” and sending the message that I would bring my view on the town. A town that I had never been to before and that I would only spend 20 hours in. This evidence pushed the “panic button”. Those ideas on the cloud urgently needed to be put on the ground. This is what I did on the evening of a Saturday three weeks before the event. I sat down in front of my computer and started to write down the story I had in my head. This script was essential. A 5-page composition that served as the base of the speech.

Once I had the validation that it could be an interesting story of a couple of friends and, particularly, of the excellent TEDxRTW content curator Lizzie Bentley-Browers, a fast conversion of words into minutes indicated to me that I had to convert the initial 5 pages into 3. Wow! What an exercise in concision and distillation. A true exercise of sacrifice and trade-offs. I must confess that this distillation and constant improvement of my story was the part of the process that I enjoyed the most.

So, I had the story. A written one. It was time to make it come alive. It was in the alleys of Schiphol airport, taking advantage of a severe delay in my flight, that the speech was memorized. As an amateur actor I went on reading and memorizing it until I had it. I was then capable of delivering it by heart.

I was now ready to fly to London. I took my eldest son to make him live this unique experience together with me. On Saturday morning, time for rehearsal. After the rehearsal, I was told to cut my presentation by at least a 20%. Jesus! What can I sacrifice? I had already set the speech to an extent that I estimated it was fit for purpose. At this precise moment, I was reminded once again that we can always be more precise. So, I started to delete slides on spot. Later, in the rented apartment, I removed and rephrased paragraphs and had to memorise the amended text.

The moment of truth arrived. What a moment! I was there in a real theatre treated as a real actor. The backstage was full of activity and the front full of an audience of 700 people eager to be inspired. Strangely enough, I was calm. When I was presented, I just went on to the stage and stood on the little red round carpet. I could not see anything but the flashlight and the dust floating in the air. There was complete silence. It was then that I experienced that I was in control of what was going to happen in the minds of those people for the next 10 minutes. It is a strange sensation. It was me the one that could interrupt that silence. I did not start until my inner voice said “Vinga (GO)”. And I started to deliver the first sentences of my script. To my surprise, I felt that my mind was completely empty trying to connect to the memorized speech. Suddenly little voices started to appear trying to replace the big inner voice: “you are mispronouncing this word”, “you will forget about the next paragraph”, “don’t be so serious”, “smile”, “why are you bouncing?”… Oh dear, I had to fight against those little saboteur voices. This was a constant fight until the end of the speech.

So, what you are about to watch is an exercise of me overcoming a challenge from A to Z. From conception to delivery. I strongly recommend you live such an experience. And in case you have already experienced it, I will be more than happy to get your feedback.

I hope you like my take and find my reflections useful to triumph over the difficulties you find when travelling for business.

Cuando “Agile” se declina con Creatividad

Artículo publicado en la revista I&M de AEDEMO (Septiembre 2018)

Cuando “Agile” se declina con Creatividad La digitalización de nuestras sociedades y vidas ha afectado de lleno la profesión del investigador de mercados. La tecnología está en el centro de todas las agendas. Sin embargo, debermos recordar siempre que la tecnología es un facilitador. El motor es la creatividad. Os comparto la experiencia de la agencia neerlandesa MARE ideadora de un pop-up store de market research en la Estación Central de Amsterdam. Mi aportación a la revista I&M de Aedemo : https://bit.ly/2xWoJfF

Agile Aedemo

You Can Dance in a Hurricane But Only If You Stand in the Eye

Article posted on Greenbook’s blog on May 15th

https://bit.ly/2m579Ri

greenbook

Editor’s Note: This post is part of our Big Ideas series, a column highlighting the innovative thinking and thought leadership at IIeX events around the world. Joaquim Bretcha will be speaking at IIeX North America (June 11-13 in Atlanta). If you like this article, you’ll LOVE IIeX North America. Click here to learn more.

What were you doing in 2007? What was the focus of your attention? These questions often come to mind while reading Thomas Friedman’s latest bestseller, Thank You for Being Late. In his book, Friedman states that for the record 2007 is not just the year in which Steve Jobs surprised the world with a new device, the iPhone. According to the three-time Pulitzer Prize winner, 2007 is the year the world started reshaping. The basis of big data, cloud computing, open source platforms, artificial intelligence, social media, mobility, and the clean power revolution among others began to pick up the pace. Since 2007, the pace of technological and societal change has become faster than ever. The continuous challenge is determining how to adapt. Will change destroy us or will we dare to dance?

We are experiencing three exponential changes accelerating at hurricane-like speeds: The Market, Mother Nature, and Moore’s Law. The Market is a combination of the digitization and globalization of our societies that have moved from interconnected to hyper-connected to interdependent. Mother Nature refers to the climate change, the biodiversity loss, and the population growth. Moore’s Law is the accomplished prediction of Intel’s co-founder by which the speed and power of microchips have doubled every 24 months since 1965. The combination of the three is reshaping the world. Especially affecting 5 realms, which Friedman outlines in his book: Politics, Geopolitics, Workplace, Ethics, and Community. The realm of market research has not been an exception, either.

These changes caught our industry by surprise, particularly in a technological sense. While distracted by the accuracy and representativeness of the online methodology, an explosion of alternatives started to show up. The wind blew tech-driven start-ups, landing them in the market research arena by accident. Companies with no prior knowledge of market research discovered that their solutions allowed our industry to either obtain new consumer insights or a more efficient way of processing information.

In a stark manner, we could say that the technology revolution in the market research world has been led by “outsiders”. This created a technological whirlwind of confusion, filling the air with a mist of buzzwords such as agile, automation, DIY, artificial intelligence, gamification, behavioral data, big data, text analytics, virtual reality, uberization, data visualization… the list goes on.

My role as a member of the ESOMAR council allows me to interact with many players in the industry– many who in fact have some concerns. As the years go by and the changes continually accelerate, insight purchasers mention how traditional market researchers have struggled to adapt. My response has been, “How have you led your research partners in this adoption?” While we still face many challenges, my perspective is that the profession is beginning to see through the technology mist.

Technology has finally come to the center of our industry, into the eye of the storm. There is no longer any doubt that because of digitalization, the palette of datasets is exponentially increasing at the speed of light. We are also taking into account that our respondents are now holistic digital data generators. As a profession, we are learning to harness these changes in order to increase our relevance and fulfill our missions. We will make it through the storm by integrating the capabilities and rigour of traditional researchers and the abilities and algorithms from the digital data scientists. In the end, market research is still about people understanding people. And technology is just the enabler.

The forecast for the future is that change will continue to accelerate before our very eyes. But, by adapting, we can take these changes by the storm to better the industry. Paraphrasing Brandi Carlile’s song “The Eye” (the theme song of Thomas Friedman’s book), “You can dance in a hurricane but only if you stand in the eye”. Our profession will succeed amidst this storm only if we thrive in framing the eye of the hurricane. The eye is the stable dynamic platform from which our enlarged community becomes more relevant than ever before. Let’s dance!

Le Printemps des Études 2018 – Paris

29418291_640966012901129_7181154639960604672_n(1)

 

Printemps

Trust Generation: the must have asset when dealing with People’s Private Information

Article posted on the GRBN’s newsletter on July 23rd

https://bit.ly/2vBRw8S

 

GRBN

Before the first self-service grocery store, Piggly Wiggly, opened in 1916 in Memphis, Tennessee, customers had to give their shopping lists to clerks, who would then pick out the goods. It was a personal interaction in which the clerk developed a deep knowledge of the customers preferences. The act of shopping became to some extent anonymised. The introduction of the scanner on the 26th June 1974 in Marsh Super Market, Troy (Ohio) introduced detailed shopping information at a large scale. Later on, without losing anonymity, shopping lists became more personal again with the introduction of the Loyalty Cards in the 1990s (Kroger, Safeway, Tesco). With Loyalty Cards, retailers were able to establish a personal relationship with customers at a massive scale. Furthermore, a new turn of the screw was brought by e-commerce and predictive model, which use all sorts of individual-specific details.

Until very recently, market researchers have almost exclusively interacted with respondents in a pre-Piggly Wiggly model: a one-on-one relationship between the researcher and the survey participant. Following the ICC-ESOMAR ethics code, personal information is consistently removed. It is very easy to separate personal from declared data and get an anonymised sample for analysis.

However, technology disrupted this peaceful model. Researchers live in the digital world as well as their subjects of analysis. The more our lives get digital the more the data collection must be digital. If researchers want to holistically understand their customers they need to know what they do on their desktops or mobile devices in terms of online searches, browsing or apps usage. Furthermore, data related to their environment such as geolocation or audio detection and matching is also gathered to complement the analysis. Thus, we can say that in the last 10 years researchers have faced the challenges retailers experienced in 90.

Survey and behavioral data complement each other, providing a 360º view of the consumer: opinion and behavior. But they are radically different regarding anonymity. While PII can be easily removed from survey data, it is deeply embedded in clickstream behavioral data (a collection of visited URLs), geolocation or audio detected data. A simple inspection into it makes it possible to identify 85% of the users (“How to protect privacy in Big Data”, ESOMAR 2016). In fact, browsing data from two users sharing a device can be easily separated by simply inspecting clickstream data (“Who is who with behavioral data”, ESOMAR 2017).

The variety of datasets available in the market encourage the collaboration among different companies. The challenge in sharing clickstream data with third parties is to avoid violating individual’s privacy rights, as defined in the GDPR. This intricacy must be tackled from two different angles. On one hand, a refined Machine Learning model must be capable of masking all PII information. And on the other hand, this model can only be successful as long as companies are trustworthy enough to make people as long as share their personal information without hesitation.

Entrevista Talkin18 (Lima, Perú)

Tras mi conferencia de apertura de la Conferencia Talkin18 de Perú, tuve el gusto de contestar algunas preguntas para Mercado Negro

https://bit.ly/2Nh9LLT

 

Talkin18

Entrevista a Mercado Negro (Perú)

Entrevista en Perú previa a la Conferencia Talkin18 organizada por APEIM y ANDA Perú

https://bit.ly/2D3C5N4

Mercado Negro

Entrevista en la Revista ANDA Perú

Invitado como el Keynote Speaker de la Conferencia Talkin18 organizada por APEIM y ANDA Perú ,  fue un placer contestar esta entrevista

http://www.cecosami.com/pageflip/RevistaAndaJunio2018/8/

ANDA

 

Older posts