Name of competitors (3-5) / type / how they are a competitor

Screenshots of Google map entries of top competitors

•Background

•Product range

•Target market

•Pricing strategy

•Marketing strategy

•Distribution Strategy

•USP - unique selling point - what makes them better or stand out more from the competition.

https://websiteseochecker.com

https://pagespeed.web.dev/

https://app.wincher.com

•How is your product/service completely unique?

•Why would a customer buy from you and not your competition?

•When will the customer be better off buying from someone else?

https://www.socialinsider.io/

https://adstransparency.google.com/

https://www.facebook.com/ads/library/?active_status=all&ad_type=all&country=GB&is_targeted_country=false&media_type=all

https://library.tiktok.com/ads?region=GB&start_time=1664578800000&end_time=1721304769890&adv_name=&adv_biz_ids=&query_type=&sort_type=last_shown_date,desc

•System and processes

•Skills/people

•Suppliers (kinds of suppliers)

•Intermediaries

•Competitors (done previously)

•Publics

•Customers (kinds of customers)

•Understand what a marketing plan is

•Understand the Ansoff’s Matrix and it’s purpose

•Understand the different types of marketing plans

•Be able to conduct a thorough marketing plan using SOSTAC

•Identify different types of competitors and be able to conduct a comprehensive competitor analysis using a variety of tools

•Be able to conduct an environment scan using multiple tools

•Understand budget-setting methods

•Understand different market research methods

•Understand how to create marketing briefs

•Evaluate potential marketing suppliers

•Economic

•Societal forces

•Technology

•Legal

•Environment

Objective & Task

Competitive Parity

Zero Based Budgeting

Incremental Budgeting

https://www.perplexity.ai/

https://chatgpt.com/

Objectives - does your strategy help achieve the mission and vision?

Positioning - How do you want to be perceived in the minds of your target customers?

Processes - Automation? Training?

Partnership - what kind of partners?

Sequence - AIDA? (awareness, interest, desire, action)? RACE? (reach, act, convert, engage)

customer aquisition? retention?

Experience - what customer experience you promising?

Engagement - how are you assessing engagement?

Data - how are you monitoring data?

Using the 9 evaluation methods, compare three potential suppliers - local / national. Add any screenshots of the stands they are offering / styles / anything else you find useful in your research.

Cost evaluation, quality of service, social media presence, experience and expertise, scalability, technology, financial stability, cultural fit, reviews.

Money 20/20 - Direct Competitor

• Background: Established international fintech events company founded in 2012.

• Product range: International fintech and payments events

• Target market: businesses, credit unions, investors, start ups, government officials in finance

• Pricing strategy: 'Early Bird' tickets which then gradually increase to standard price as it draws closer to the event date. (£££-£££££)

• Marketing strategy: Online

• Distribution: Own website registration page

• USP: Good reputation globally, makes them more trustworthy/value for money than other fintech events

Money 20/20 - Direct Competitor

• Background: Established UK fintech events company founded in 2014.

• Product range: UK-based fintech and payments events

• Target market: businesses, credit unions, investors, start ups, government officials in finance

• Pricing strategy: 'Early Bird' tickets which then gradually increase to standard price as it draws closer to the event date. (£££-£££££)

• Marketing strategy: Online

• Distribution: Own website registration page

• USP: Solid reputation in the UK fintech events market, possibly a more personal relationship with their UK market than global event organisers.

• Background: Established non-profit event company for start-ups and investors based in Finland and founded in 2008.

• Product range: An annual event for start-ups and investors

• Target market: Businesses, investors, entrepreneurs - wider market reach in comparison to other OBE competitors.

• Pricing strategy: 'Early Bird' tickets which then gradually increase to standard price as it draws closer to the event date. (£££-£££££)

• Marketing strategy: Online

• Distribution: Own website registration page as well as TP ticket distributors.

• USP: Established event in Finland for start-ups and businesses, non-profit and has helped a lot of people network in a wide range of industries

SME Expo - Direct Comp - our main show 'the business show' targets SME's

B2B Expo - Direct Comp - we are a B2B company with B2B events

Your Business Expo - Direct Comp - all our events are targeted towards businesses

Money 20/20 - Direct Competitor

• Background: Established international fintech events company founded in 2012.

• Product range: International fintech and payments events

• Target market: businesses, credit unions, investors, start ups, government officials in finance

• Pricing strategy: 'Early Bird' tickets which then gradually increase to standard price as it draws closer to the event date. (£££-£££££)

• Marketing strategy: Online

• Distribution: Own website registration page

• USP: Good reputation globally, makes them more trustworthy/value for money than other fintech events

• Background: Established UK fintech events company founded in 2014.

• Product range: UK-based fintech and payments events

• Target market: businesses, credit unions, investors, start ups, government officials in finance

• Pricing strategy: 'Early Bird' tickets which then gradually increase to standard price as it draws closer to the event date. (£££-£££££)

• Marketing strategy: Online

• Distribution: Own website registration page

• USP: Solid reputation in the UK fintech events market, possibly a more personal relationship with their UK market than global event organisers.

• Background: Established non-profit event company for start-ups and investors based in Finland and founded in 2008.

• Product range: An annual event for start-ups and investors

• Target market: Businesses, investors, entrepreneurs - wider market reach in comparison to other OBE competitors.

• Pricing strategy: 'Early Bird' tickets which then gradually increase to standard price as it draws closer to the event date. (£££-£££££)

• Marketing strategy: Online

• Distribution: Own website registration page as well as TP ticket distributors.

• USP: Established event in Finland for start-ups and businesses, non-profit and has helped a lot of people network in a wide range of industries

That they can access tools, resources and advice to start or grow your business for free. It is also a great place for people who just want to network.

2. How is your product/service completely unique?

It is free to attend as we want to support the small business community and understand they may not have the money to attend as well as pay for the services they will sign up to at the event.

3. Why would a customer buy from you and not your competion?

As it is free I will refer to exhibitors, as we have lots of shows in different countries and areas and are continuing to expand, the exhibitors get a chance to have international as well as national customer from attending our event as we advertise the locations on each show platform.

4. When will the customer be better off buying from someone else?

When it is cheaper and they get more stuff out of it (in terms of exhibitors). In terms of ticket regsiatrtions, maybe if they have speakers from specific brands that are bigger than the ones we have (which is unlikely)

2: We are the the largest event in the UK within our industry, we also operate on a global scale, spanning into 4 continents

3: due to our reputation, and the scale of our events.

4: when they cannot attend either of the two days the show runs, or if they have had a negative experience.

2. OBE is designed for those who want to understand the specific challenges and opportunities in open banking, and to connect with others navigating the same space — whether in banking, fintech, or regulation.

3. If someone is looking for a broader fintech overview or a more general introduction to financial technology trends, then a larger, more general event might be more suitable. Open Banking Expo is more beneficial for those already working in, or closely connected to, open banking and open finance initiatives.

systems and processes - fob to open the building

skills and people - we have event directors who are main point of contact for exhibitors, then they are given an account manager who also creates a relationship and rapport.

Brand manager, graphic designer, managing director

-Offices

-Yard where orders are made, wrapped and stored

-Delivery vehicles

-Manufacturing machines

System and Processes

-QR codes for clocking in/out

-Multiple softwares for routing and tracking deliveries

-Monthly stock-take

-'Munday' software - orders are imported and sent to manufacturers to ensure they are made within lead time and can go on the correct routes in time.

Skills & People

-Hands-on HR Team overlooking workers safety which is vital with heavy machinery

-Experienced joiners

-Skilled sales team driving up profit

-Delivery drivers

Systems: CRM, Google drives, Google sheets to manage data, key fob for the doors, badges at shows with scanners.

Skills/people: sales, graphic design, marketing, branding, finance, operations, account managers, recruitment & HR.

CEO, Director, Marketing manager.

• Established industry network – Access to a trusted and growing community of senior professionals in banking, fintech, and regulation.

• Strong brand reputation – Recognised name in the open banking space that attracts high-quality speakers, sponsors, and attendees.

System and Processes

• Structured workflow for planning marketing campaigns around each event — including audience segmentation, content creation, email scheduling, and performance tracking.

(eg. Excel spreadsheets, Canva, Adobe Suite, Google Analytics, Mailchimp).

Skills/People

• Deep sector knowledge – Team members who understand the nuances of open banking, payments, and fintech innovation.

• Strong relationship management – Ability to build and maintain partnerships with key stakeholders, ensuring ongoing value and collaboration.

• Event venues – e.g., conference centres or hotels

• Tech providers – streaming platforms, AV companies, or registration software

• Intermediaries

• Media partners – help promote the event to their audiences

• Competitors

• Other fintech or open banking event organisers like Finovate or MoneyLIVE

• Publics

• Regulatory bodies and credit unions – e.g., FCA or CMA, who influence industry direction

• Media and press – journalists or publications covering open banking news

• Customers

• Banks and financial institutions – attending to learn or sponsor

• Fintech companies – showcasing products, speaking, or networking

Intermediaries: distributors

Publics: magazines, news outlets

Customers: businesses, business owners, entrepreneurs, employees

intermediaries - unsure

publics - press release, articles

customers - SME/SMBs, entrepreneurs, c suite level

Intermediaries - Wholesalers

Ebay, Etsy, B&Q

Competitors - Dunster House, Harbour Lifestyle

Publics - external website developers, google ads specialist given access to our profile and suggests improvements to maximise sales.

Customers - Landscapers, businesses, older people with more money

Government interest in open banking and financial innovation directly shapes the agenda of the Expo.

Economic

Shifts in the financial climate (e.g. cost of living, investment trends) affect sponsorship budgets and attendee participation.

Economic uncertainty can drive demand for insights into efficiency and innovation.

Societal Forces

There’s growing consumer demand for transparency, financial inclusion, and data control. The Expo reflects and responds to these evolving public expectations through curated content and discussion.

Technology

Rapid innovation in APIs, AI, and embedded finance fuels content themes and speaker line ups.

Environment

While not core to open banking, sustainability is becoming more important in event planning, with a growing focus on reducing waste, offering digital alternatives to print, and exploring hybrid event formats to limit travel impact.

Stakeholders are increasingly interested in environmentally responsible practices from organisers.

Legal

Regulations like GDPR, and open banking standards are central to the event’s purpose. Legal changes shape the landscape for participants and are a major driver of content demand.

economic - inflation rates may have an effect on purchasing stands for exhibitors

social - show locations and new locations

technology - AI is increasing a lot and we have had feedback on some shows that there is too many AI stands and needs more variation

environment - unsure

legal - laws or legislations in terms of advertising changes like ASA or GDPR in terms of processing data

Economic: inflation may find businesses tight on money and therefore less willing to purchase a stand at an event (not priority)

Social: The lean towards zoom and virtual technology may cause in person events to lose relevance

Technological: The rise of AI brings the opportunity to optimise marketing operations and make the organisation's systems and processes more efficient.

Environment: not really relevant

Legal: ensure trade laws are followed, ensure contracts between businesses and exhibitors are legal, labour laws.

-Our google ads campaigns drive a lot of traffic to the website, plentiful marketing budget

-We have a very dedicated customer service team

-Fast delivery lead time

-Huge growth in the last 2 years

W

-Manufacturing let's us down sometimes - parts not sent out, wrong measurements, not made within lead time

-Could improve on our reach to a younger audience

O

-As weather gets nicer, demand for our products increase

-Market for home improvements is definitely opening up

T

-Increasing tariffs

Well-established in the industry with strong brand recognition.

Offers high-quality content inside and outside their events and have access to a variety of resources and connections such as senior decision-makers.

Weaknesses

It operates in a very niche market, which may limit growth compared to broader fintech events.

The small team size of OBE may also limit capacity for rapid expansion and a possibly more narrow-skill set than larger organisations.

Opportunities

There’s increasing global interest in open finance and digital banking, creating space for new markets and event formats.

Partnerships and digital content can extend reach year-round.

Threats

Larger fintech events or new competitors may try to enter the open banking space.

Regulatory delays or reduced funding in the sector could also impact attendance and sponsorship.

Weaknesses: no virtual events, lacking a strong social media presence, shows run once a year on 2 days.

Opportunities: Hundreds of countries to potential do events in, ever developing market of businesses in need of assistance and guidance.

Threats: many competitors, world is leaning towards doing things virtually.

weaknesses - newer shows may be harder to market and not as good turnout as we want to market it as much as we can but not in a way that is annoying. Sometimes when the show hits over target, it may be more busier at events which some people find distracting. organisation of the event

opportunities - on social media, a lot more people are wanting to be their own boss and but need the right resources to start or grow which we offer, for free as well.

threats - bad experiences from the shows, changes in legal regulations, changes in marketing trends

objectives - yes

Positioning - as a place where entrepreneurs can get the best tools and advice on how to start or grow your business and network!

processes - As the growth of AI gets bigger, we will probably use more AI tools, also training sessions for newer staff on specific areas

partnership - we partner with any type of business, marketing, tech etc. associations in the area

sequence - RACE. customer retention is very important for an event

experience - statistics of how many exhibitors, speakers other attendees will be there and also a place they can network effectively

engagement - unsure as we dont look too much at that but i assume through clicks and amount of tickets via tracking codes

data - cleaning data

Objectives - does your strategy help achieve the mission and vision?

A strong marketing strategy helps us achieve our mission and vision by aligning every campaign with clear, measurable goals. It ensures our PPC, SEO, and content efforts deliver real results while showcasing our creativity and innovation. By focusing on data, performance, and our clients' needs, we drive growth and position Kinsman & Co as a trusted leader in the industry.

Positioning - How do you want to be perceived in the minds of your target customers?

Kinsman & Co would like to be perceived as marketing leaders and experts in the industry

Processes - Automation? Training?

Our tasks and client projects are in an automated task tracker called monday.com. We also have automated reports that show campaign performance for each client.

Partnership - what kind of partners?

We have a partnership with a digital recruitment agency called Blu Digital, which focuses on Marketing leaders and senior roles. This helps us as an agency as Senior Marketing people view us as industry experts and may take us on in their teams to fill a gap for them. It also helps us to get interesting guests for our podcast Digital Cheesecake.

Sequence - AIDA? (awareness, interest, desire, action)? RACE? (reach, act, convert, engage)?

Our clients are on a retainer and many stay with us for years. We don’t use a framework at the moment but I would advise the AIDA framework.

Experience - what customer experience are you promising?

We promise an agency experience fully integrated into your team and reachable at all times. We work very closely with our clients and communicate via multiple channels to ensure the client feels important and able to reach out. We also promise expertise in all areas of marketing.

Engagement - how are you assessing engagement?
Use reports like Lookerstudio and the internal GA, Meta reports to analyse performance

Data - how are you monitoring data?

We monitor data via the same reports and client data is kept in locked, password protected files.

Financial institutions,

Regulators & policymakers,

Technology providers (data aggregators, ID verification, payments),

Industry influencers and start-ups.

Objectives

Grow OBE's online presence (newsletter subs, LinkedIn followers, podcast listeners).

Strengthen global brand positioning as the leading platform for Open Banking insight and collaboration.

Positioning

OBE is positioned as one of the key events in the fintech industry for policy and innovation - offering a space for discussion, insight, and action.

Processes

Internal:

• Quarterly marketing sprints tied to event calendar

• Content repurposing pipeline: event > article > social > video

  
  

External:

• Feedback loops post-event for continuous improvement

• Registration and CRM systems integrated (eg. Gleanin)

• Speaker and sponsor toolkits for co-promotion

  
  

Partnerships

Financial institutions & fintechs,

Trade associations (eg. FDATA),

Media outlets and podcast sponsors,

Tech vendors for event experiences (eg. networking apps, AR/VR tools).

Sequence:

AIDA - event interest - attendance conversion is paramount

Experience

• Smooth and intuitive registration

• On-brand, immersive event environment

• Curated agendas by OBE influenced by industry trends

• Tech-enabled networking (matchmaking, 1:1 scheduling)

• Responsive, clean website with up-to-date agendas

• Pre-event email flows with relevant content

• Personalized name badges

• Social media walls, interactive installations

  
  

Engagement:

• LinkedIn: Thought leadership, speaker clips, polls

• Email: Segmented journeys for sponsors, speakers, attendees

• YouTube: Event videos, panel highlights, behind-the-scenes

• Podcasts

  
  

Data

Trackable KPIs:

• Registrations by channel, region, and role

• Website metrics

• Social media performance (shares, impressions, mentions)

• Email metrics

• Post-event survey feedback

Objectives: yes

Positioning: As an accessible hub for business guidance and resources.

Processes: With the rise of AI, we may lean towards AI automation to boost the efficiency and productivity of various marketing and operations processes.

Partnership: We partner with companies that resonate with our mission and vision, as well as those who share industry interests alongside a substantial database for us to utilise through marketing strategies.

Sequence: RACE, we aim to both maintain the customers who have experienced our events, as well as continue to grow by attracting and acquiring new customers.

Experience: We're promising the presence of hundreds of informative and insightful exhibitors, speakers, and resources.

Engagement: Through website analytics, tracking codes, email & social analytics, and reviews.

Data: We ensure data is processed in an orderly manner, utilising CRM and spreadsheets to keep things orderly. We also ensure data is accurate and up to date by 'cleaning' it and updating it when new information is acquired.

Primary audience: Adults 50+, homeowners, affluent, located in areas like Devon, Guildford, Oxford; value quality, craft, and garden lifestyle.

Secondary audience: Younger homeowners (30s–40s), aspirational buyers on Etsy/B&Q, interested in outdoor aesthetics and sustainability.

Objectives

-Hit 10.1m in revenue by December

-Grown Instagram by 20% to target younger demographic

-Increase retailer sales by 40%

Positioning

-Premium, handcrafted, British-made outdoor furniture

-Position Ruby as a lifestyle choice, not just a product (customer retention)

Processes

-Training

Partnership

-Partners with builders merchants who set up trade shows for us - as an online retailer this broadens the reach.

Sequence

- AIDA

Experience

- All touchpoints need to feel personal.

-Friendly, reliable customer service

Engagement

-Email engagement tracking

-google ads reports

Data

-Daily reports from all departments

-Segment audiences regionally.

• Factors Influencing Choice:

  • Company revenue stability

  • Past performance trends

  • Management’s comfort with risk

  • Seasonality of sales

• Typical Industries:

  • Retail

  • Consumer goods

  • Hospitality

• Typical Company Size:

  • Small to medium-sized businesses

  • Companies with consistent sales patterns

2. Objective & Task: A budgeting method where spending is based on the cost of achieving specific marketing objectives and tasks.

• Factors Influencing Choice:

  • Clear strategic goals

  • New product launches

  • Need for high accountability

  • Performance measurement

• Typical Industries:

  • Technology

  • Healthcare

  • B2B services

• Typical Company Size:

  • Mid-sized to large companies

  • Startups with goal-oriented campaigns

3. Competitive Parity: Budgeting based on matching or aligning with competitors’ spending levels or market share.

• Factors Influencing Choice:

  • Competitive market pressure

  • Benchmarking practices

  • Industry norms

  • Risk of falling behind

• Typical Industries:

  • Telecommunications

  • Automotive

  • FMCG (Fast-Moving Consumer Goods)

• Typical Company Size:

  • Medium to large companies in competitive markets

4. Zero-Based Budgeting: A method where the marketing budget starts from zero, and all expenses must be justified for each new period.

• Factors Influencing Choice:

  • Desire for cost control

  • Need for efficiency and ROI tracking

  • Avoiding wasteful spending

  • Economic uncertainty

• Typical Industries:

  • Financial services

  • Manufacturing

  • Government or non-profit

• Typical Company Size:

  • Large corporations

  • Companies undergoing restructuring or optimisation

5. Incremental Budgeting: A method that uses the previous period’s budget as a base, with incremental increases or decreases applied.

• Factors Influencing Choice:

  • Predictable business growth

  • Historical budgeting habits

  • Stable market conditions

• Typical Industries:

  • Education

  • Utilities

  • Traditional service industries

• Typical Company Size:

  • Established small and medium businesses

  • Large organisations with routine operations

• Definition: Allocates a fixed percentage of current or projected sales revenue to the budget, often used for marketing and advertising expenses.​
  

• Factors Influencing Choice:

  • Revenue predictability

  • Industry standards

  • Historical spending patterns
    

• Typical Industries:

  • Retail

  • Consumer goods

  • Automotive
    

• Typical Company Size:

  • Small to medium-sized enterprises (SMEs)

  • Larger companies with stable sales
    

2. Objective and Task

• Definition: Establishes specific objectives and determines the tasks and resources required to achieve them, often used in marketing and project planning.​
  

• Factors Influencing Choice:

  • Strategic goals

  • Project complexity

  • Resource availability​
    

• Typical Industries:

  • Marketing and advertising

  • Project management

  • Consulting
    

• Typical Company Size:

  • Medium to large organizations

  • Companies with project-based operations
    

3. Competitive Parity

• Definition: Sets the budget based on competitors' spending, aiming to maintain market position without overspending.

• Factors Influencing Choice:

  • Market competition

  • Industry norms

  • Brand positioning​
    

• Typical Industries:

  • Consumer products

  • Telecommunications

  • Financial services​

  
  

• Typical Company Size:

  • Large enterprises

  • Companies in mature markets​

4. Zero-Based Budgeting (ZBB)

• Definition: Requires justifying all expenses from scratch for each budget cycle, regardless of previous budgets

• Factors Influencing Choice:

  • Cost control objectives

  • Operational efficiency goals

  • Organizational culture​

    
    

• Typical Industries:

  • Consumer goods (e.g., Procter & Gamble, Unilever)

  • Retail

  • Healthcare

  • Technology
    

• Typical Company Size:

  • Large corporations

  • Organizations aiming for significant cost reductions#
    

5. Incremental Budgeting

• Definition: Uses the previous period's budget as a base, making incremental adjustments for the new period.​
  

• Factors Influencing Choice:

  • Stable operational environment

  • Predictable revenue streams

  • Desire for budgeting simplicity
    

• Typical Industries:

  • Education

  • Government

  • Large organizations with stable operations
    

• Typical Company Size:

  • Large institutions

  • Organizations with long-term projects​

Budget is a fixed % of past or expected sales. Best for small to mid-sized companies with steady sales. Used when sales are predictable, low risk tolerance, or seasonal patterns exist.

Objective & Task

Budget is based on the cost to achieve specific goals. Best for goal-driven companies or start-ups. Used when: Clear goals, new products, or a need for accountability.

Competitive Parity

Budget matches competitors’ spending. Best for medium to large firms in competitive spaces. Used when benchmarking and keeping up with competition is key.

Zero-Based Budgeting

Budget starts at zero with all expensed justified for each starting period. Best for large or restructuring companies. Used when focus is on efficiency, cutting waste, or navigating uncertainty.

Incremental Budgeting

Builds on last period's budget with small changes. Best for established and stable businesses. Used when business is steady, and historical budgets are reliable.

-refers to a method where companies allocate funds to various departments or expenses as a fixed percentage of projected or historical sales revenue. While not explicitly detailed in the provided sources, this approach is commonly understood in financial planning as a proportional allocation strategy.

Objective & Task

• Defines specific objectives it wants to achieve (e.g., increase brand awareness by 20%, generate 500 new leads).

• Determines the tasks required to meet those objectives (e.g., run a Facebook ad campaign, hire influencers, create blog content).

• Estimates the cost of each task.

• Adds them up to create the final budget.

  - eCommerce, tech, consumer goods, agencies

Competitive Parity

-Competitive Parity Budgeting is a method where a business sets its marketing budget based on what its competitors are spending — usually to stay on a level playing field in the market.

Rather than basing the budget on internal goals or available funds, the company tries to match (or slightly exceed) the marketing spend of key competitors.

-insurance industries with intense competition

Zero Based Budgeting

- a budgeting approach where every expense must be justified from scratch — starting from zero — rather than basing the new budget on last year’s figures.

-NFP's where budget justification is crucial

Incremental Budgeting

- a budgeting method where you take last year’s budget as a starting point and then make small adjustments — usually adding or subtracting a percentage based on performance, inflation, or growth targets.

-traditional industries with predictable revenue/spending.

typical industries - retail - consumer packaged goods, food & beverage 

Factors influencing choice - sales predictability, simplicity, financial conservatism

Size - small-medium more likely but not very early starups 

Objective & task - Set specific marketing objectives, then determine the tasks needed to achieve them, after that, estimate the cost of those tasks. 

Typical industries - media, tech, retail

Factors influencing choice - clarity of marketing goals, desire for strategic alignment, need for accountability and ROI tracking

Size - med to large

Competitive parity -  this is based on what competitors are spending - 

Typical industries - consumer goods, tech, automotive 

Factors influencing choice - 

Size - medium to large

Zero based budgeting - every expense must be justified from scratch. Every cost must be reviewed, justified, and approved, regardless of past spending.

Types of industries - almost every industry

Factors influencing choice - 

size

Incremental budgeting - is based on the previous period's budget, with adjustments made for the new period 

Typical industries - manufacturing industries, healthcare

Factors influencing choice

Size --

Secondary - Secondary data refers to data that has been collected, analyzed, and published by someone else for purposes other than your current research

List sources of primary data - surveys & questionnaires, interviews, observations

What is the difference between qualitative and quantitative data?

Qualitative - is non-numeric information that describes qualities and characteristics. Is usually descriptive - usually via open ended questions.

Quantitative - numerical information that can be measured. Usually found via closed questions/survey

List of types of primary quantitative data - numerical data, ratio, interval

List of types of primary qualitative data - audio, visual, observation

List sources of secondary data - reports, articles, databases, company records and internal reports

• Primary Data:
  Information collected first-hand by you or your team for specific research.

• Secondary Data:
  Information that has already been collected and published by others. It’s used to support or complement research.

Sources of Primary Data

• Surveys and questionnaires

• Interviews (face-to-face, phone, video)

• Focus groups

• Observations

• Experiments or test marketing

• Online polls

• Field trials

Difference between Qualitative and Quantitative

The difference between qualitative and quantitative data is that qualitative data is non-numerical, like feelings and opinions, while quantitative data measures numerical values and statistics to show patterns or trends.

Types of Primary Qualitative and Quantitative Data

Primary Qualitative Data

• In-depth interviews

• Focus groups

• Open-ended survey responses

• Observations (e.g., body language, environment)

• Ethnographic studies

Primary Quantitative Data

• Structured surveys with closed-ended questions

• Online forms with numeric responses

• Experiments with measurable results

• Observational counts (e.g., how many customers enter a store)

• A/B testing results

Sources of Secondary Data

• Government publications (e.g., census, economic reports)

• Industry reports (e.g., IBISWorld, Statista)

• Academic journals and research papers

• Trade associations

• Company financial reports

• News articles

• Online databases (e.g., Google Scholar, JSTOR)

• Market research firms (e.g., Nielsen, Gartner)

Secondary data: already exists and was collected by someone else for another purpose. Used to support or supplement research.

Sources of Primary Data:

Surveys & Questionnaires

Interviews

Observations

Email Campaign Feedback

Event Feedback Forms

Social Media Polls & Direct Messages

Qualitative data helps marketers understand why customers think or feel a certain way. It gives insights into motivations, opinions, and preferences—often gathered through visual, auditory and observed observations. This data is useful for shaping messaging, branding, and user experience.

Quantitative data shows what’s happening through measurable results. It includes stats like click-through rates, conversion rates, and survey scores. This type of numerical data is essential for tracking performance, identifying trends, and making data-driven decisions.

Sources of Secondary Data:

Government reports/statistics

Industry reports/white-papers

Company records

News articles

Market research databases

Data that has been gathered through original sources. It has been collected using primary research methods including surveys and analytics. This data is collected for a specific purpose.

Secondary Data:

Data that has been gathered by a third party and published for others to utilise. This data is collected for a purpose that isn't necessarily directly aligned to your cause but can be repurposed. This can include past reports, government studies and data, and academic sources.

Qualitative Data:

Focusses more on the How and Why of data, looking into the more in depth meaning behind data such as the emotional reasoning, having a closer relation to the customers and their perspectives.

Quantitative Data:

More oriented around the how much, how many side of data. More focussed around numbers and objectives. Looking at things from a more rational and mathematical standpoint.

How easy was it to find what you were looking for?

• Very easy

• Somewhat easy

• Neutral

• Somewhat difficult

• Very difficult

How would you rate the design, layout and usability of the website?
(Scale: 1 = Poor, 5 = Excellent)

Was the content available helpful and relevant to you?

• Yes

• Somewhat

• No

Do you have any suggestions to improve your experience with our website?
(Open-ended)

Was it easy to find what you were looking for?

How was the speed of the website when you were clicking through?

What suggestions do you have to improve our website?

How was your experience navigating through the website overall?

If you were to change anything about the website, what would you change?

What part of the website did you find the most helpful and why?

Did you encounter any issues when using the website on an alternative device (mobile, tablet etc)?

Did you find the information on the website to be clear and informative?

What did you use the website for?

Were our services very clear to you and what we are able to do for you as an agency?

How long approximately did you spend on our website?

Did you have any issues with our website?

Is there anything we are missing that you have found useful from other websites?