Strategic Research on a Budget

Setting the stage

Q: Let’s start with what’s driving this conversation. Why is the topic of strategic research on limited budgets so relevant right now?

Matt: The marketing landscape has fundamentally changed in recent years. Timelines that used to be measured in quarters are now measured in weeks, leaving less tolerance for extended research phases. At the same time, the risks of launching without proper research haven’t diminished. We’re constantly being asked to do more with less—faster than ever before.

Christine: Absolutely. We’re finding that many clients recognize the need for strategic planning, but they’re struggling with how to quantify the impact of research. When budgets are tight, research is often the first thing to get cut. They’ll say, “Just get to the work,” without realizing that skipping the upfront investment can lead to ineffective creative work and wasted media dollars.

Q: Has the accelerated pace of marketing affected how clients view the research process?

Matt: Without question. Even five years ago, we might have had clients who could tolerate a six- to eight-month research phase. That’s becoming increasingly rare. But this doesn’t mean research is less important—if anything, it’s more critical to make smart, targeted decisions about what research to conduct when you can’t do everything. The timeless axiom of “measure twice, cut once” is more poignant than ever.

Understanding client hesitation

Q: What are some of the reasons clients hesitate to invest in research?

Christine: What we’ve discovered is that it’s rarely just about the money. There’s often what we call “research trauma” lurking in the background—perhaps they’ve had a bad experience with research in the past where they spent a lot and got little value, or maybe the research resulted in recommendations that were never implemented.

Matt: Sometimes it’s also about the organizational structure. Clients might be concerned about having to bring in other departments—like IT or analytics—who are notoriously difficult to work with. Or maybe they’re worried that research will reveal insights that challenge current business practices, creating political challenges. Or, it’s simply that the pain of gaining buy-in across all potential parties isn’t worth the value of the research.

Q: How do you identify what’s really driving their hesitation?

Christine: The first step is always to understand what’s behind the reluctance. Is it really budget? Is it that they don’t believe in research? Did they have a bad experience? Once we understand their specific concerns, we can address those concerns directly instead of trying to sell them on something they’re instinctively resistant to.

Matt: I find it helpful to frame the conversation around risk mitigation rather than research itself. No client wants to waste money on ineffective marketing. When we position research as insurance against wasted media dollars, the conversation shifts from “Do we need this?” to “How much do we need?”

Maximizing existing resources

Q: What approach do you take when a client has a limited budget for new research?

Christine: The first thing we do is thoroughly explore what they already have. You’d be surprised how many clients don’t realize the wealth of information that already exists within their organization. Before proposing any new research, we always ask: “What existing data, insights, or reports do you have access to?”

Matt: This is so critical. We had one client where we uncovered 23 different bodies of research—reports, focus groups conducted by their DEI team, engagement surveys—that they didn’t fully realize could inform our work. Sometimes they have subscriptions to powerful tools like LinkedIn Analytics at the corporate level that their marketing team doesn’t even know they can access. As Aristotle said, “Knowing yourself is the beginning of all wisdom.”

Q: How do you go about conducting this audit of existing resources?

Christine: We have a standard checklist of questions: Do you conduct regular engagement surveys? What analytics platforms do you use? What reports do you get from your media agency? Do you have access to Gartner, Forrester, or other analyst reports? What customer feedback mechanisms are in place?

Matt: And it’s not just about what exists—it’s about looking at that existing data with fresh eyes. We worked with a client that had web analytics tied to their top 100 accounts. By analyzing that data first, we could focus our new research efforts on the gaps rather than rediscovering what they already knew. This made the limited research budget infinitely more effective.

Smart approaches to limited budgets

Q: When you conduct research with limited resources, what approaches have you found most effective?

Matt: I like to use what I call the “eating your vegetables” analogy. A full research program is like being a strict vegan—it’s comprehensive and gives you all the nutrients you need, but it’s resource-intensive. If you can’t commit to that, you can still have some carrots with lunch—do some targeted research that gives you essential insights without requiring the full investment. Don’t let “great” get in the way of “good.”

Christine: Sometimes the most valuable insights come from unexpected places. I remember Matt was working on a Nike project with a project manager—instead of extensive formal research, they simply visited a Nike store during lunch and talked to the employees. The insights they gathered were just as valuable as some of the more formal research we conducted.

Q: Can you share another example of a creative approach to research with limited resources?

Matt: For a major telecommunications client’s employer brand project, we had virtually no budget for external research. Instead of scrapping the research entirely, we conducted focus groups with their most junior employees and interns—people who had the freshest perspective on what it was like to be a candidate. This gave us valuable insights without the cost of external recruitment and honoraria.

Christine: I’ve found that sometimes even scaling back the sample size can work if you’re strategic about it. We had a client with 34,000 employees who only wanted to survey a tiny fraction—fewer than 500 people. While we cautioned them about the limitations, we were still able to identify some key insights and used that data as a signal check against other information we gathered.

The workshop alternative

Q: You’ve mentioned workshops as an alternative to traditional research. How does that work?

Christine: When external research isn’t possible, a well-structured workshop with the right client team members can be incredibly effective. We bring together cross-functional stakeholders for a focused session designed to extract the institutional knowledge that exists in their heads but hasn’t been documented.

Matt: The key is preparation. We don’t go in with a blank slate—we do our homework on the brand, the market, and the competitive landscape first. This allows us to ask pointed questions that surface insights quickly. Lastly, having a skilled moderator who can draw out the quieter voices and challenge the louder ones is essential.

Q: What makes for an effective workshop in this context?

Christine: Structure is everything. We break it into specific exercises focused on different aspects—customer needs, pain points, competitive advantages, messaging territories. We use techniques like “silent brainstorming” where everyone writes down ideas before sharing to prevent groupthink.

Matt: We also make sure to have the right people in the room—that means people who interact with customers regularly, those who’ve been with the company a long time and understand its evolution, and newer employees who bring fresh perspectives. Four hours with the right 10 people can yield as much insight as dozens of customer interviews in some cases. Also, we make sure to feed them well. It incentivizes attendance and participation.

Making the case for research

Q: What advice do you have for clients who understand the value of research but need help selling it internally?

Matt: Sometimes the most effective approach is to start small with a proof of concept. If they can carve out even a modest budget for targeted research and demonstrate early wins, that builds momentum and can unlock additional funding. Success breeds success.

Christine: It’s also helpful to frame research in terms of risk mitigation. We worked with a client where a modest investment in research saved them over half a million dollars by identifying that a major initiative recommended by a consulting firm wasn’t valued by customers. Instead, they were able to focus on a simpler solution that their customers actually wanted.

Q: How do you help clients navigate these conversations with their leadership?

Matt: We prepare them with exactly what they need: clear arguments, data points from similar situations, and concrete examples of the risks of proceeding without research. But first, we help them understand the potential objections they might face so they can address them proactively.

Christine: We also emphasize the timeline factor. Research doesn’t have to slow things down if done efficiently. In fact, our agile approach to research has allowed us to complete substantial research phases in compressed timeframes by staying disciplined about decision-making and maintaining momentum.

Best practices and recommendations

Q: What are the key principles clients should follow when navigating research with limited resources?

Christine: First, always start with what you have. Don’t duplicate work that’s already been done. Second, be targeted—focus your research on the most critical unknowns rather than trying to learn everything. Third, consider alternative approaches like workshops or leveraging internal resources before assuming you need extensive external research.

Matt: I’d add that it’s important to be clear about the questions you’re trying to answer. The more focused your objectives, the more efficient your research can be. Remember that research exists on a spectrum—it’s not all or nothing. Even a small amount of targeted research is better than none at all. Be creative. As noted earlier, valuable insights can come from anywhere, whether it’s a global quantity/quality survey with participant recruitment or an impromptu conference call with a group of recent interns.

Q: Are there warning signs that indicate when more research is absolutely necessary?

Matt: Absolutely. If you’re entering a new market or targeting a new audience segment, that’s a red flag. If your team is making assumptions about customer behavior without data to back it up, that’s another red flag. And if previous campaigns have underperformed without clear reasons why, that’s a strong indicator you need more customer insights.

Christine: I’d also watch for internal disagreements about who the customer is or what they value. When leadership has different views on these fundamental questions, that’s a clear sign that you need research to resolve those differences with data rather than opinions.

Q: Any final thoughts on making strategic research work in today’s fast-paced, budget-conscious environment?

Christine: Remember that even the most brilliant creative work will fail if it’s not solving the right problem or speaking to the right audience. Strategic research doesn’t have to be expensive or time-consuming if approached thoughtfully, and the ROI can be enormous in terms of campaign performance.

Matt: I’d emphasize that the goal isn’t research for research’s sake—it’s about making smart decisions with confidence. The right insights, even if gathered through streamlined methods, can be the difference between a campaign that resonates and one that falls flat. In today’s competitive landscape, that difference matters more than ever.

This article was compiled from conversations with BNO’s leadership team about navigating the challenges of strategic planning in resource-limited environments. For more information about how BNO approaches strategic research, contact us here.