BigCat Research

Research reading before action.

BIG 101 guides help clarify the research question, required data, method boundaries and interpretation logic before a project starts.

Each guide explains research concepts through practical management and analysis language.

• Should market research always start with a survey?
• Why is social impact analysis more than the number of activities?
• If brand awareness is high, is the brand strong?
• Why is employee satisfaction score alone not enough?
• How does a research report become usable in a management meeting?
• Will AI replace or augment research?
• How does brand research transform from awareness measurement to a decision system?
• How to read brand trust, perceived quality and price-value balance together?
• When do WOM and recommendation propensity become indicators of true advocacy?
• With what meaning, category and usage scenario does the target audience remember the brand?
• Does awareness turn into preference behavior, or at what stage in the transformation steps does it break?
• In which segments do trust, perceived quality and value perception strengthen the brand?
• What do loyalty, referral and WOM indicators say for future growth?
• In what need, tension, or life context does the consumer evaluate the category?
• What is the element of benefit, evidence, price or experience that accelerates the purchasing decision?
• What barriers prevent conversion, repeat purchase or recommendation?
• How do needs, motivation and persuasion language change between segments?
• Does the campaign create visibility, recall and message ownership among the right target audience?
• Is the main promise correctly understood and trusted by the target audience?
• Does the campaign create a meaningful change in brand perception, choice intention, purchase or recommendation behavior?
• Which channel, message or creative should be improved for the next period?
• What experience, expertise, social proof, transparency or performance indicator builds trust?
• Does perceived quality support differentiation from competitors and price-value balance?
• How does the evidence that the target audience sees as missing affect the choice decision?
• What evidence architecture should brand communications establish to strengthen trust?
• For which decisions is desk research sufficient and for which decisions field research is required?
• How does competitor analysis stop being just a listing and turn into strategic opportunity analysis?
• What evidence should industry research produce for investment, product and pricing decisions?
• What indicators support the economic attractiveness and growth potential of the market?
• Which segments are more accessible, more profitable, or have faster conversion potential?
• What risks do demand, price, regulation, channel or competitor pressure create?
• Which action should come first for market entry, product development or growth strategy?
• What market, sector and competitor information can be obtained reliably before starting field research?
• What signals stand out in open sources in terms of growth, demand, price, regulation or competition?
• Which hypotheses are confirmed by the available data, and which need to be tested through field research?
• With which data can the most critical uncertainty for the decision maker be reduced?
• With what promises, prices, benefits and evidence structure do competitors approach the target audience?
• Which players are visible within the category, which are perceptually strong or vulnerable?
• What gaps do price, package, channel, content and customer review data show?
• In what area can the brand or offer differentiate itself realistically and defensibly?
• Where are competitors visible in the search, social media, content and review ecosystem?
• What topic clusters, key concepts, and evidence persuade the target audience?
• What trust or service quality signals do reviews, complaints, and user language generate?
• What content gaps should be closed in terms of search visibility, answer visibility, and LLM visibility?
• What functional, emotional or economic benefit is justifying the price?
• Does the package, campaign and offer structure comply with the decision logic of the target audience?
• What anchor do competitor prices, discount language and value propositions establish in the market?
• Where is the perception of value weakening and what communication or package change could strengthen it?
• Why isn't employee experience research just satisfaction scores?
• Why should blue collar, field and shift teams be analyzed separately?
• How does corporate culture research measure behaviors, not values?
• Which touchpoints strengthen or weaken employee engagement the most?
• How are perceptions of fairness, communication, workload, development and recognition formed in daily experience?
• Which risks are differentiated by department, location, seniority or working model?
• Which employee experience action should management prioritize in the first 90 days?
• Are the daily experience of employees consistent with the values stated by the organization?
• How do leadership, communication, recognition and decision-making behaviors affect trust?
• In which teams is culture a strong carrier, and in which teams is there an area of silent resistance?
• Which behavioral principles and communication actions should be prioritized for cultural transformation?
• What physical, communication or managerial disruptions do the blue-collar employee experience in their daily workflow?
• How do shifts, occupational safety, equipment, rest areas and working conditions affect engagement?
• How does supervisor and manager contact work on trust, performance, and belonging?
• Which location, shift or team requires rapid improvement action?
• Do the employer and employee view the same issue at the same level of risk, importance and priority?
• In which area does the disconnect between knowledge, attitude and behavior occur?
• Is the communication language of the organization found understandable, reliable and applicable by the employee?
• What action is needed on the education, communication, or process side to reduce the perception gap?
• Do employees actually experience inside the company what the brand promises outside?
• In which teams are recommendation, advocacy and pride getting stronger or weaker?
• Is there consistency between internal trust and the brand story told externally?
• How can internal communication and leadership behaviors strengthen employee ambassadorship?
• How to strengthen service quality research with field observation and employee voice?
• In what situation does the customer journey map turn into an operational decision?
• How should the service standard be monitored in dealer and location networks?
• Is the actual experience in the field consistent with the written process and service standard?
• At what touch point is the user, customer or employee having difficulty?
• What perception risk does the physical environment, orientation, waiting or communication create?
• Which disruptions can be resolved with rapid action, which require structural improvement?
• Does the dealer or location network offer the same service standard to the customer?
• Which locations strengthen the experience and which weaken the brand perception?
• Are periodic improvements, training or standard updates reflected in the field?
• For which dealer, process or contact point should the center take priority action?
• What need or expectation does the customer experience start with?
• Which touchpoint determines the perception of trust, convenience, speed or value?
• How does the institution behave in case of a problem and how does this behavior affect repeat preference intention?
• Which stage in the journey requires rapid improvement and which stage requires strategic design?
• In which component does service quality fall: process, people, environment, communication, speed, or problem solving?
• Do employee behavior and operational flow support the brand standard?
• At what touchpoint is customer expectation not being met or exceeded?
• What evidence is a priority for standards improvement, training or process design?
• How is social impact analysis separated from the activity report?
• In what situation is SROI meaningful and with what assumptions should it be established?
• What evidence of impact should the grant program evaluation report include?
• What change did the program aim to create in the target audience and did this change occur?
• What do beneficiary experience, knowledge, attitude, behavior or capacity indicators say?
• What quantitative and qualitative evidence is supporting the change?
• How should the resulting impact be transformed into a simple, reliable and shareable narrative?
• To what extent has the program achieved its objectives and what monitoring indicators support this?
• Which activity, module, region or target group produced the stronger results?
• Which assumptions have been verified during the implementation process, and which should be revised?
• How should the program design, resource allocation, or scaling decision change for the next period?
• What results and social value did the program produce for which stakeholders?
• With what proxies and assumptions can the financial equivalent of these results be modeled?
• How do assumptions such as deadweight, attribution, displacement and drop-off affect the SROI result?
• How should the SROI ratio be accurately communicated for management, funder or stakeholder communication?
• Which social need did the CSR project respond to and which target audience did it reach?
• What outcome and indicator of change did the activities produce?
• With what tracking indicator, beneficiary voice and evidence should the report be made credible?
• How should the impact narrative be simplified for corporate communications, sustainability and stakeholder management?
• What did the grant support change in beneficiaries' capacity, income, sales, employment or market access indicators?
• Does the impact differ between support types, regions, target groups or sectors?
• What obstacles was the beneficiary able to overcome, and what obstacles remain?
• How should the program be scaled, simplified, or redesigned for higher impact?
• What are the target group's real needs, daily obstacles and solution expectations?
• What need does the current program idea meet and what need does it leave out?
• What design risks do the target audience, stakeholder, and site context indicate?
• How should the program tracking indicator set and intervention priorities be established from the beginning?
• With what tracking indicators should operational experience be read?
• How does field observation turn into a decision result?
• How does employee voice describe service quality?
• How to monitor dealer service quality?
• How does brand trust influence retail decision making?
• With what data is price perception read?
• How is trust measured in the health category?
• How to read digital competitor visibility?
• How is the service package explained at the decision point?
• How to interpret pre-test/post-test?
• What evidence is used to report behavior change?
• How to construct a training program impact report?
• How to do social impact analysis?
• In what situation should SROI be used?
• What evidence should the CSR report contain?
• How to read competitor analysis for SME?
• What data improves the offer package?
• Why should blue collar experience be measured separately?
• At what points does employee loyalty break?
• What does corporate culture look like on the field?
• How to report the customer journey?
• By what indicators is service quality monitored?
• Why is frontline employee experience critical?
• How to measure financial literacy impact?
• What data proves trust?
• How to test product understandability?
• How is the franchise service standard audited?
• How to report price-value perception?
• Which contacts affect the choice again?