Communispace Case Study

This has led to Complacence as a company build and manage over 350 Insight communities with over 100 clients as well as count crew to roughly 200 people across 6 offices In the ASSAI, Europe, and Australia. Infrastructure/Design Communicate has incorporated a subscription-based model in which the clients would initially commit to a 12 month contract. Approach was thought of by CEO Diane Hessian who stated “Communities are not one time projects the way surveys or focus groups are.

We don’t build them and take them down a couple of months later. Communities provide a continuous flow on information and not a snapshot in time. 85% of Comeuppance’s clients focused on marketing to end consumers, with the rest focused on BIB markets.

Number of members in a community range typically from 300 to 500. This specific range is posed to create an “intimate environment” which increases trust among members, produces honest opinions, and in the end really gets results.

Communicate at this time is not a marketing organization that develops tactical plans that executes it itself. It collects data and provides a thorough analysis that allows Communicate clients to develop marketing campaigns or consider new product developments. However, WHOM would be a natural extension of Communicate offerings, allowing them to enter new markets and develop new business opportunities.

It could make sense for Communicate to extend its services to not only uncover hidden truths of brands and consumers, but also develop customized campaigns to address these concerns.

Nevertheless, Communicate market research is successful because community members feel that they are making an impact, contributing through their insight and enjoy the community spirit. Being part of a marketing exploitation scheme will ruin the spirit and will lead to suboptimal results of the intended market research. In this respect, Communicate should have played it safe and avoided the turn for WHOM products in fear that it would alienate the communities they’ve worked so hard to establish.

It takes a long time fostering trust into these relationships with consumers willing to give you onset input and only a second to introduce something that makes them skeptical of you and puts up their defenses.

If Communicate provides marketing services, there must be a clear distinction between market research programs and marketing programs, otherwise there will be push back from community members. A possible solution would be to develop a new department for the marketing services and individually brand this new venture in which both businesses could be run independently.

Therefore, conflict of interests will be avoided, yet contribution to the same “parent business” bottom line will be achieved. 4. We feel that several of our team member’s current and former organizations could benefit from having a Communicate Community.

One such organization is in the food service industry. This organization provides cafeteria management and special event planning for both educational institutions and large private companies. As AT a Tee years ago, ten organization was not slung a service salary to a Communicate Community.

The main reasons that this organization should invest in this type of program are as follows: The company and its individual branches struggled with creating new ideas and product innovations. This led to valued customers becoming bored with the services provided after a year or two. These bored customers often switched to different food providers or decreased the amount of purchases from the organization.

Utilizing a Communicate Community would have provided this organization with emerging market trends straight from its customers.

Knowing about these trends would have allowed the organization to better meet the needs and wants of customers. The organization often suffered from only having one-way communication from itself to the customer. There were very few says in which the customer could provide feedback to the food service provider. In fact, the only time that the organization heard form a customer was when there was a major complaint. A Communicate Community would provide an outlet for customers to talk to the organization.

This communication would pinpoint both smaller complaints from customers as well as praises on what should be continued or expanded upon. The company often fell into a rut of thinking that customers would always choose its services because of the convenient locations that it had within schools and companies. There was not much effort put forth in creating strong rand awareness among customers. A Communicate Community would allow this company to conduct the preliminary research needed to begin branding its product.

Competing firms’ brands could be discussed within the community and their individual strengths and weaknesses could be evaluated.

A brand manager at this respective organization should consider working with Communicate to do the following: To help understand customer switching and discover ways to keep customers loyal to the organization’s services. To facilitate innovation campaigns and regular reviews of customer needs and trends. As an outlet to collect and respond to customer complaints and praises.

There are several situations in which a brand manager at this organization should not utilize the services of Communicate. These examples are outlined below: This should not be used to evaluate individual menu items.

These can be more fairly evaluated using purchase quantity analysis instead of biased individual reviews. A Communicate Community would not be beneficial to use on a nationwide scale. There are too many demographic variables between location of school or type of organization that would skew results in a nationwide study.