Trailblazers, Early Adopters & Late Bloomers: Understanding Your Target Market With GRIT Segmentation Models

A few years ago we wrote a lot about innovation: what it is, how it works, and why it is important in the insights industry. Yet, innovation doesn’t mean much if you can’t sell a new and improved product or service. For that, you need to focus on purposeful innovation to ensure you are meeting a need in the market. But exactly how do you determine what that market is, especially in an industry as fragmented as market research? We need a segmentation model.

 

Building a Guide

Thankfully, GreenBook has been giving us some tools we can use via their always excellent GRIT report. Specifically, in the past few years, they have looked at two different approaches for segmenting the industry, one in 2014 via attitudes towards change (a great proxy for innovation)(The 2014 Winter GRIT report) and in 2017 using the lens of factors for project success (2017 Q3-Q4 GRIT report).

For our purposes in this post, a blending of the two reports can provide a guide on how to identify your targets, whom we’ll call Trailblazers, Early Adopters & Late Bloomers based on where they sit on a slightly modified version of the classic Rogers Technology Adoption Curve.

 

The Technology Adoption Curve (A Quick Refresher)

Innovators

Characteristics: These individuals adopt new technology or ideas simply because they are new. Innovators tend to take risks more readily and are the most venturesome. (Boston University School of Public Health)
% of Population: 2.5%
Example: People who signed up for an Amazon Prime membership between 2012 and 2015
Segment Model Group: Trailblazers

 

Early Adopters

Characteristics: These are people who represent opinion leaders. They enjoy leadership roles and embrace change opportunities. They are already aware of the need to change and so are very comfortable adopting new ideas. Strategies to appeal to this population include how-to manuals and information sheets on implementation. They do not need the information to convince them to change. (Boston University School of Public Health).  Ankitha Ramakrishnan suggests using social listening tools, to track brand mentions tied to a product release and re-share User Generated Content to establish authority and attract Early Majority users.
% of Population: 13.5%
Example: A household that signed up for internet access between 1997 and 2000
Segment Model Group: Trailblazers

 

Early Majority

Characteristics: These people are rarely leaders, but they do adopt new ideas before the average person. That said, they typically need to see evidence that the innovation works before they are willing to adopt it. Strategies to appeal to this population include success stories and evidence of the innovation’s effectiveness. (Boston University School of Public Health)
% of Population: 34%
Examples: A household that signed up for cable TV between 1981 and 1990
Segment Model Group: Early Adopters

 

Late Majority

Characteristics: These people are skeptical of change, and will only adopt an innovation after it has been tried by the majority. Strategies to appeal to this population include information on how many other people have tried the innovation and have adopted it successfully. (Boston University School of Public Health)
% of Population: 34%
Examples: Customers who began using social media after 2012
Segment Model Group: Early Adopters

 

Laggards

Characteristics: These people are bound by tradition and very conservative. They are very skeptical of change and are the hardest group to bring on board. Strategies to appeal to this population include statistics, fear appeals, and pressure from people in the other adopter groups. (Boston University School of Public Health)
% of Population: 16%
Examples: Households that purchased their first refrigerator after 1950
Segment Model Group: Late Bloomers

 

Segmenting the Adoption Curve into the Emotional Customer Model

Understanding where your clients or prospects sit within these segments can greatly increase your sales and marketing ROI and help ensure your business stays aligned to purposeful innovation by focusing your efforts on creating the right message to the right decision-makers at the right time.

We pulled heavily from those two GRIT reports to create our synthesis of these segments under the three target groups outlined above.

 

The GRIT Segmentation Models

The 2014 Mindsight Model

The 2014 GRIT report used the MindSight model developed by Dr. David Forbes to derive the segments:

“We wanted to understand the emotions associated with feelings of optimism and pessimism –understanding, of course, that the sentiments uncovered in our analysis are from an ‘innovation lens.’” They asked participants whether they were happy or concerned about the direction market research is moving. “We then used respondents’ answers to this question to tailor the set-up of the response exercise (MindSight®), and then used CART models to better understand the various paths to Optimism and Pessimism.”
This emotional lens created four distinct segments:

• “Novelty Surfer” Optimists
• “Strategic Curators” Optimists
• “Hand-Cuffed & Constrained” Pessimists
• “Kicking & Screaming” Pessimists

 

The 2017 MaxDiff Approach

In the 2017 Q3-Q4 GRIT report, a MaxDiff approach was used, resulting in the development of a clustering scheme that identified “distinct segments of research providers and buyers in terms of the factors they emphasize to achieve project success. Understanding distinct patterns of factor emphasis through a clustering technique provides deeper insight into the drivers of project success in the eyes of research suppliers and the clients they serve.”

As you will see, there is significant alignment between their results and our three-segment model.

 

Our Emotional Customer Models

Trailblazers

Characteristics: “Riding the Wave” describes the aspiring innovation leaders in our midst. These professionals understand that innovative techniques help them be successful by overcoming some of the challenges of traditional techniques and by providing superior insights that go beyond what is feasible with more traditional methods.

Risk Level: Trailblazers are a group that is less risk-averse than any others. They are less focused on the process and more focused on the potential results and are always looking for new ways to create impact. Trailblazers are experimenters and are open to failure within a limited range.

2014 GRIT Emotional Segment: “Novelty Surfer” Optimists, aka Riding the Wave

 

 

Groups from the 2017 GRIT identified segments that fit into Riding the Wave Optimists:

• Research Suppliers – Business drivers (42%): The researchers in this segment are characterized by their strong degree of focus on delivering recommendations that drive the business and providing a clear linkage to business objectives. These two areas of focus dominate the segment.
• Research Buyers – Action-inducing storytellers (42%): This group is dominated by three factors associated with project success – a clear linkage to business objectives, a focused story, and the outcome of executives implementing action based on the results.

How to identify Trailblazers?

1. More focused on outcomes than the process
2. Open to experimentation
3. Are more benefit-driven as opposed to featuring driven
4. Embrace and welcome change
5. Likely have been in the research industry for less than 10 years

 

Early Adopters

Characteristics: “Strategic Curators” place a similar importance on innovation, but focus on the need to strategically curate innovative techniques alongside more established/traditional methods.  The “baby” of established strategic research and analytic techniques is safe with these researchers, even as they discard the “bathwater” of tired and outdated practices.  

Risk Level: Early Adopters are a bit more pragmatic. They are “show me” inclined, meaning they want to limit risk by looking at proof that something works before jumping in, seeking a happy median between process and outcomes. The status quo is acceptable if nothing demonstrably better is available, but they are always open to innovation if it is, in fact, better on some levels and aligns with organizational priorities.

2014 GRIT Emotional Segment: “Strategic Curators” Optimists

 

Groups from the 2017 GRIT identified segments that fit into Early Adopters:

• “Research Buyers – Analysis-based storytellers (42%): As with the Action-inducing Storyteller segment, this segment also focuses on linkage to business objectives and providing a focused story. The differentiating factor for this segment, however, is the importance of a rigorous analysis as part of that process.
• Research Suppliers – Business drivers with a need for speed (21%): While the focus on delivering recommendations and linkage with business objectives is also very important to this group, these two factors do not dominate to the extent seen in the Business Driver segment.  ‘Fast results’ also emerges as an important factor for this segment.
• Research Suppliers – Fast methodologists (16%): The three leading success factors articulated by this segment include the use of proven methodologies, fast results, and the use of an appropriate sampling frame. This segment is the least likely to cite delivering recommendations that drive the business or providing a clear linkage to business objectives as focal areas for project success.”

How to identify Early Adopters?

1. Process-oriented
2. Require proof of concepts through case studies and validation resources
3. Benefits are ultimately important, but the features define how to reach them
4. Expect change, but want to control the process
5. Likely have been in the research industry for more than 10 years

 

Late Bloomers

Characteristics: Finally, we have the Late Bloomers. They are the hardest nut to crack from an adoption perspective. However, that doesn’t mean they are not open to innovation, they are simply slower to adopt new things and might be more open to “incremental innovation” or augmentation vs. replacement when thinking of methodologies.

Risk Level: This group can be thought of as “conservative traditionalists” and may live by the motto “if it ain’t broke, don’t fix it”

2014 GRIT Emotional Segments: “Kicking & Screaming” Pessimists and “Hand-Cuffed & Constrained” Pessimists

“Kicking & Screaming” Pessimists

 

 

For a large group of pessimists, the experience of working in today’s changing professional environment creates a sense of being dragged along or “Kicking and Screaming.”  These researchers do not believe in the value of innovative techniques, have extreme levels of fear about change, and only resort to using more innovative techniques because they are required to do so. Innovation is outside of its core comfort zone. Rather than enthusiasm, these researchers report an overall disinterest in the new directions that MR is taking.

 

“Hand-Cuffed & Constrained” Pessimists 

 

 

For the second group of pessimists, negative expectations appear to be predominantly driven by concerns for personal prospects for embracing change.  This group of “Hand-Cuffed and Constrained” sees the value and potential offered by innovation and wants to be part of innovation, but for various reasons (e.g., client-driven or resource-driven), they are constrained from using these techniques.  These professionals feel as if they are stuck standing on the sideline watching the cool kids “ride the wave.”

Groups from the 2017 GRIT identified segments that fit into Late Bloomers:

• “Research Suppliers – Research-focused business drivers (21%): For this segment, the focus on delivering recommendations and linkage to business objectives remains clear but at approximately half the level of the Business Driver segment.  However, selection of an appropriate sampling frame, survey engagement, and the use of proven methodologies plus a connection between the topic and the respondent’s ability to provide a perspective creates a more diverse profile for the segment.
• Research Buyers – Partner dependents (17%): While a clear linkage to business objectives is important to the segment, it is less important than it is for the other two segments. The distinguishing factor for this segment is the importance of external partners. This segment values an agency that understands its business and which brings a point of view to every study.”

How to identify Late Bloomers?

1. process-driven
2. Require extensive proof and a track record of validation
3. Benefits & Features must be overwhelmingly apparent to elicit buy-in
4. Resistant to change unless required
5. Likely have been in the research industry for more than 20 years

 

Final Thoughts

Be sensitive to the divide between folks who may have joined the industry as innovation drivers and leaders and others who may have joined research to perpetuate their strength as deliberate thinkers.

The point of thinking in terms of segments when you are marketing and selling is to fine-tune your message to appeal to each group, so take the time to learn how to tweak your pitch to try to open as many doors as possible. Eventually, even the most change-resistant group will come on board due to necessity if you build a great product that has a proven track record and can meet the business needs of the organization.

Again, the 2014 GRIT Segmentation offers a sound (and prophetic) perspective:
“We are not experiencing an ‘innovation bubble’ that will burst at some point; technology continues to evolve at a rapid pace, our culture evolves right along with it, and the field of market research is swept along with the culture at large. Ideas and technologies that are only newly born this decade will mature and become accepted and refined practices; still newer and more evolved ideas and techniques will continue to emerge. “

As you build a culture of innovation within your organization and bring the fruits of that labor to market, recognize that this is an ongoing process that requires both imagination and discipline in equal measures for long term success.

Want to learn more? Visit Focus Pointe Global.

 

 

The original version of this article can be found here.

 

Our best resources for learning more about the Adoption Curve

Blog Articles

Guest Post: Why Video is about to Cross the Chasm for Research

Strategizing for Social Media Success

 

Webinars

[Webinar Recording] Break Down Barriers to Innovate for Sustainable Growth

[Webinar Recording] Strategic Insights From the 2017 Q3 -Q4 GRIT Report

 

Additional resources for learning more about the Adoption Curve

Boston University School of Public Health -Diffusion Innovation Theory

 

 

Photo by Kelvin Yup on Unsplash