Abstract
Purchase-intention surveys are frequently used to predict sales of new products. But current research suggests what many managers have long known: all too often, the intent to purchase does not translate into an actual purchase. Why are customers so difficult to figure out? Is market research no more reliable than reading tea leaves? Not exactly. Nimble marketing minds have learned how to glean insight into customer behavior despite the inherent unpredictability. It requires keen powers of observation, deep listening, and a nuanced appreciation for the various contexts in which customers may use products, as well as a Zen-like watchfulness.
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Abstract
Purchase-intention surveys are frequently used to predict sales of new products. But current research suggests what many managers have long known: all too often, the intent to purchase does not translate into an actual purchase. Why are customers so difficult to figure out? Is market research no more reliable than reading tea leaves? Not exactly. Nimble marketing minds have learned how to glean insight into customer behavior despite the inherent unpredictability. It requires keen powers of observation, deep listening, and a nuanced appreciation for the various contexts in which customers may use products, as well as a Zen-like watchfulness.