As a team of researchers was asked by a French home-improvement retailer to redefine their strategy, they designed and carried out an ethnographic and quantitative research to identify new business opportunities. But no sooner had they set foot in field, they were struck not only by the richness and complexity of such ordinary activities to the point they asked themselves if these practices were even measurable? Scaling from ethnography to quantitative research was not as seamless as they expected, they had to find their way to deal with two sets of data that belong to different scales if not ontological worlds. Are these two scales really strictly separated? Can't there be a way to combine them and to make them coincide? Based on the study of DIYing practices, this case study presents an attempt to integrate ethnographic and quantitative research and the challenge of resolving the scale differences between two methodologies. From turning DIYers into numbers and vice-versa, it explores the implications...
This case demonstrates how ongoing ethnographic research from within a corporation led to the re-segmentation of a market. The first part of the case focuses on how a team of social science researchers at a major technology company, Intel, drew on past research studies to develop a point-of-view on the increasing importance of content creation across a range of populations that challenged the findings of a quantitative market sizing study. Drawing on earlier qualitative work, the team was able to successfully argue for the value of ethnographic research to augment these findings and to show how research participants’ orientations toward technology constituted a more significant, and more actionable way of segmenting this new market than professional status, the differentiator used in the quantitative study. The second half of the case highlights the process of driving business change...
EPIC Profiles Series
by LUIS MACHADO, University of North Texas
Walking a Different Path
The path of American anthropology is becoming ever more diverse. Under the academic umbrella of Anthropology the world has been explored, analyzed, reflected on, and then determined to be wanting of more exploration. The Indiana Jones stereotype of the archaeologist or anthropologist is still a familiar reference in popular culture, perhaps surpassed for recent generations by Dr. “Bones” and her TV show bearing the same name. Anthropology in common parlance brings to mind the bold researcher off in the exotic far away, taking and studying the strange, bringing it back to the university and, after knocking dust off the hiking boots, demystifying it for the social science community and curious students. Yet, explorers of new kinds of anthropology are changing the conversation about who an anthropologist is and what they can do. Donna Flynn is one such anthropologist, creating and expanding these new frontiers.
Donna Flynn is Vice President...
Because market segmentations are a familiar managerial artifact, it is easy to overlook the assumptions teams make as they construct these representations. Segmentations have become entrenched within companies because they are useful in navigating the complexity of the real world, but this generalizing tendency can also lead to stasis and misguided decision-making. As ethnographers we encounter additional limits in how the language, categories, and beliefs embedded in a segmentation affect our work. Anthropological theory on culture and representation offers a means by which to further assess our engagement with these artifacts. Based on emerging practices in two case studies, this paper argues for a politicized approach to segmentation – a critical stance to how and why they take on power as they are circulated within organizations....
DONNA K. FLYNN, TRACEY LOVEJOY, DAVID SIEGEL and SUSAN DRAY
In many companies, numbers equal authority. Quantitative data is often viewed as more definitive than qualitative data, while its shortcomings are overlooked. Many of us have worked to marry quantitative with qualitative methods inside organizations to present a fuller view of the people for whom we develop. One area of research that increasingly needs to blend quantitative and qualitative methods is user segmentations. Our software technology product team has been using a segmentation based on quantitative data since 2005. One outcome of this effort has been the development of an algorithm–based “typing” tool intended to be used as a standard tool in recruiting for all segmentation-focused research. We learned that the algorithm was an indecipherable black box, its inner workings opaque even to those who owned it internally. This case study looks at how qualitative research came up against the impenetrable authority of a quantitative segmentation and its associated...