One of the key differences between early and later career researchers is their approach to working with clients. Many of us start off as traditional researchers and, over time, learn to become more consultative. But understanding and growing into a consultative style early on leads to advantages for both researchers and clients. 

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What questions do researchers and research consultants ask? 

Traditional marketing researchers tend to have a laser focus on the data. Through rigorous and systematic techniques, they gather, analyze, and present data that generates essential knowledge to answer specific business problems. They may ask and answer questions like: 

• What is the most appropriate research design to measure this behavior? 

• How can we reduce bias in a questionnaire studying income disparities? 

• What is the relationship between age and spending behaviors? 

• Which theory is better supported by the evidence? 

• Does X cause Y, and if so, how does it do so? 

Research consultants also gather, analyze, and present data but their focus is broader and more strategic. They strive to develop deep insights that are forward-looking, opportunity driven, and improve business outcomes. They work to provide actionable recommendations and strategic roadmaps that serve the needs of executives and business decision-makers. Consultative researchers expand their focus beyond the data to include questions like: 

• What is the most effective strategy to increase sales over the next 5 years? 

• Why is the business losing market share and how can we reverse this trend? 

• Which of these three strategies will yield the highest ROI in the short-term vs the long-term? 

• Does future-proofing our business mean expanding into a new category or a new market? 

• Which strategy will improve adult literacy and numeracy more quickly? 

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What Skills do Researchers and Research Consultants Have? 

Both traditional and consultative market researchers must master essential core competencies to be effective in their roles. Along with a foundation of strong methodological expertise, both types of researchers have a solid understanding of professional standards and ethical guidelines developed by industry associations like Insights Association, CRIC, and ESOMAR. Specific skills include: 

• Designing clear and unbiased surveys and discussion guides 

• Quantitative proficiency to understand how, when, and why to use CATI, questionnaires, and analytics 

• Qualitative proficiency to interview people, moderate groups, and perform content and sentiment analysis 

• Using data to answer business and research questions with verifiable facts 

• Preparing easy to read and understand reports and dashboards 

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However, to excel as a research consultant, an additional set of business and stakeholder management skills is essential. As such, research consultants expand their skill sets with bolder, subjective soft skills such as: 

• Challenging requests and recommending unexpected solutions 

• Bridging the gap between data collection and business impact 

• Shaping organizational strategy by positioning themselves as partners 

• Demonstrating proactive problem-solving abilities and anticipating client needs 

• Mastering storytelling and persuasion to create compelling narratives that drive action 

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When to be Traditional VS Consultative 

Some researchers love the methodological and systemic processes of creating and digging into data. On the other hand, some researchers love transforming data into long-term business strategies. Of course, just because you fall into the first category doesn’t mean you must automatically transition into the second. 

Traditional market research roles are essential for large-scale projects employing standardized methodologies within established research teams. Where structured processes and clearly defined scopes guide the work, traditional roles ensure research results are reliable and consistent. Once you realize you’re a traditional researcher at heart, you’ll see that you are the backbone of insights generation. 

On the other hand, research consultants shine when insights are necessary to guide strategic initiatives, especially when working with collaborative clients and cross-functional teams. This style suits researchers who want to be personally involved in shaping business decisions with long-term impacts. 

Researchers who evolve into the consultant role develop a mindset of consistently asking “so what” and “now what.” They push beyond surface-level findings and uncover the real business implications of data. They engage stakeholders during the problem-definition phase rather than just the execution stage. They craft compelling narratives that connect data points to business outcomes rather than simply presenting spreadsheets and charts. It takes deliberate practice to evolve from being a number-crunchers to a strategic advisor but it’s a highly valued skill that builds personal gratification and loyalty from clients. 

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Seize the moment! 

As a research buyer, you probably have a lot of experience working with traditional market researchers. Indeed, they are the powerhouse behind most major research projects. However, given our increasingly global economy, leveraging research consultants as strategic partners can help bridge the gap between data and strategy leading to long-term business growth. 

At Voxco, we’ve partnered with lots of companies to help them achieve success with our CATI/AVR, survey, and text analytics research tools. We’d love to also partner with you to ensure you uncover the insights that matter most to your business. Please get in touch with one of our strategic research consultants. 

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