Why market researchers don't need a seat at the table

Ever feel like you’re constantly fighting an uphill battle to get your research taken seriously?

Like you’re trying to convince someone that the sky is blue?

It’s a frustrating reality for many researchers.

You invest countless hours looking for those Insights, to be treated like a data vendor, rather than a go-to business resource.

In ​previous posts​ I've mentioned this often stems from researchers focusing on data instead of impact.

The cost of this problem isn’t just bruised egos.

When research is undervalued, businesses miss out on critical opportunities, waste resources, and make decisions based on gut feelings instead of evidence.

It might be simple for us as researchers to think of that, but for our stakeholders, it’s different.

When research is undervalued, your career stalls, your efforts feel wasted, and you’re left feeling like your expertise isn’t truly valued.

Remember from ​“How to navigate research budget cuts”​ there’s always budget.

Companies spend money on what they see as critical.
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The challenge is to make research critical.

I remember working with Sarah, a super talented researcher in the FMCG sector.

For years, her recommendations were consistently overlooked.

She presented recommendations and Insights, but executives rarely acted on it.

Then, she started framing her insights differently.

Instead of saying:

“Our survey shows a 15% drop in customer satisfaction,”

She started saying:

“This 15% drop in satisfaction could lead to a $500,000 loss in revenue next quarter.”

She began quantifying the business impact.

Suddenly, people listened.

Sarah went from being ignored to being a key advisor, driving real change within the company.

The key to Sarah’s transformation (and yours) is a fundamental mindset shift:

• Stop seeking permission.
• Start positioning yourself as a strategic driver.

​Confidently defending your Insights​ isn't simply about presenting data.

You need to actively shape the conversation and drive strategic decisions.
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So, how do you make this transformation?

Here are some practical frameworks and techniques to command respect in leadership discussions:
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1. The “strategic navigator” framework:

Shift from being a data provider to a strategic navigator.

Don’t just present findings, actively link them to overarching business goals and connect the dots:

• How does this research impact revenue?
• Market share?
• Customer loyalty?

Translate findings into terms that resonate with leadership, such as ROI, risk mitigation, competitive advantage.

You should then proactively identify areas where research can inform strategic decisions.

Offer insights that address pressing business challenges.

Remember executives don’t think like researchers.

You present insights. They need decisions.
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2. Elevate Insight communication:

Lead with your key recommendations, then back them up with supporting data.

As I mentioned previously, data gets ignored.

Decisions get acted on.

Use visuals to communicate complex data in a clear and compelling way. This makes your insights more tangible and persuasive.

For example, frame findings as “This could increase conversions by 30%,” rather than “80% of customers prefer X.
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3. Create proactive relationships:

Regularly engage with key stakeholders to understand their challenges and priorities.

Offer insights and perspectives that can help them achieve their goals.

Actively solicit feedback on your research and presentations.

This shows that you’re open to new ideas and committed to continuous improvement.

You should then attend relevant meetings and industry events.

Share your expertise and insights with others.

The more visible you are, the more likely you are to be seen as a thought leader.
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Okay, now it’s over to you

What’s one strategic shift you’ll implement this week to stop begging for influence and start commanding respect for your research?

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