A great many market researchers are “numbers people”. This shouldn’t be a surprise, when we consider how central statistics, sampling, projection, and prediction are to our business. But the all-too-common gulf between market researchers and our data scientist colleagues is a surprise. This disconnect between market research and data science inhibits capabilities in the short term and hurts long-term competitiveness. Which is silly, because this disconnect is completely unnecessary.
When building an insights or analytics product portfolio, is it better to focus on the portfolio’s offensive or defensive characteristics?
This is a false dichotomy. A good portfolio strategy will strike a balance by using your products to acquire clients, undermine competition, and boost your brand (offense), while simultaneously protecting/growing margins, increasing client retention, and resisting downward pricing pressure (defense).