At Richard Day Research, your questions and needs determine the type of research we employ. You know your products and services inside out. We understand people and how to listen to them. We employ a range of methods -- from quantitative surveys of clients and prospects, to internal analyses of customer databases and market segments -- that maximize insight consistent with your budget.

The following stories illustrate RDR working with our clients

We were brought in by a large pharmaceutical company who wanted to optimize the number of sales calls to make and the number of samples to give. They were prepared to spend a great deal of time and money on interviews. By asking a lot of questions and listening carefully, we found that the company had a number of databases that we were able to combine. By analyzing this merged data, we were able to answer their questions - not for one, but for nearly all of their products.

A client wanted to understand the role of knowledge workers in driving high performance in corporate America. We quickly realized that conventional methods would not work. We devised a method that combined the use of an Internet panel and followed up with in-depth telephone interviews. The result was the largest and most insightful understanding of knowledge workers and the drivers of high performance. Our client is leveraging the research to help improve innovation in corporate America.

In 1999, a major financial services provider came to us because they were unhappy with their client satisfaction research. It was expensive, unclear and provided little direction. We redesigned their program, keeping the most vital measures intact for ongoing trending. A critical element of the redesign was to combine extensive use of open-ended questions (to identify sources of dissatisfaction and the solutions that clients seek) with multivariate analysis that identifies the key drivers of overall satisfaction and loyalty. When we started this project in 2000, our client was receiving a "top two box" score (excellent or very good) from 63% from their primary customers; since then, satisfaction has steadily risen and is currently at 90% in the first half of 2003.

A benefits provider asked us to help them understand why prospects select them or a competitor for outsourced benefits. After carefully listening and learning their business and issues, we developed an approach that involves extensive interviews with senior decision-makers in large companies (usually HR/Benefits directors, CFOs, and Treasurers). Making extensive use of open-ended questions allow us to captures "the story" behind lengthy and often complicated decision processes. Logistic regression identifies decision factors that best predict a "win" or a "loss" for our client, allowing them to focus on improvements that matter most in terms of their sales efforts, service offerings, or competitive positioning. When we started, our client was losing two plans for every win; within four years they reversed that rate, winning twice as many plans as those lost.

We were approached by a unit of government that was part of a county with explosive growth, crowding and pressure on public services. Our client tried, unsuccessfully, to set aside open space to help control pressure on public services and save natural areas. We devised a strategy that has caused every referendum to pass since we were brought on over ten years ago.