In our last post, we started this blog series based on interviews with research buyers I had the pleasure of meeting at the end of last year. Their insight into how buyer’s buy should be required reading for all MR agency employees. Here’s the second in that series…
Name: Brad Dancer
Title: President & General Manager
Company: WSHU Public Radio
Years at company: 1, after 22 years at National Geographic (EVP, Global Data, Insights & Brand Standards) and 3 years at WWE (SVP, Global Strategy & Data Analytics)
Brad, thanks so much for taking the time to do this… let’s start this discussion around Content Marketing. Does content (blogs, eBooks, white papers, etc.) help to influence your perception of a supplier or your buying decision?
Yes! Well-crafted content can significantly influence my perception of a firm. It showcases their expertise, thought leadership, and ability to address industry challenges. Content like case studies and white papers, in particular, can build trust by demonstrating practical results or innovative thinking. However, the content must be relevant, well-researched, and engaging; otherwise, it may have the opposite effect. Far too often, I’ll get click baited by an amazing title on an AI study or some engaging topic, and when I go through the motions to download, I get a 1–2-page infographic of generic information. I won’t work with a company that does that and while I certainly understand that you cannot give all of your data and insights away for free, you are better off not submitting generic info that ChatGPT can tell me on my own.
What about social media? Do you engage with suppliers on social media, and does their presence matter?
I primarily engage with suppliers on LinkedIn… it serves as a professional network and knowledge-sharing platform, although that seems to be changing lately as LinkedIn is beginning to look more like Facebook and other social platforms. A supplier’s activity on LinkedIn, including posts, comments, and shared insights, often gives me a sense of their values, expertise, and industry engagement. While a limited social media presence isn’t necessarily a dealbreaker, their absence can raise questions about their adaptability or visibility in the market. I don’t make any firm decisions if they don’t have a presence, but if they do, and it’s not good, I will not be working with them. It’s a general philosophy that I have in most things: ‘if you’re going to do it, do it well, or just don’t bother.’ I would rather a company say we aren’t on social media as we don’t want to spend the time and money on that form of marketing then if they did it halfway.
What are the top three conferences or events that you (or your colleagues) attend each year?
First is CES – maybe a surprise here, but I like the size, complexity and availability of nearly everyone that I need to speak with.
Next is the Disney Data Conference – its intimate, generally has great suppliers and folks willing to talk. My only complaint, as a non-Disney person now, is that suppliers need to remember that non-Disney people are there, too.
Finally, we like the Insights Association Corporate Researchers conference – we all understand one another.
Brad, what’s your feeling about email marketing from research suppliers? And what content keeps you engaged?
Emails should offer value, not sales pitches… you aren’t a retail store with discounts. I appreciate concise updates on industry trends, relevant case studies, exclusive insights, and announcements of new services or innovations. These will grab my attention. I also love to see new hires, moves in your company, major structural changes – efforts you are taking to help move the Insights industry forward.
What’s the role of a vendor’s website in the supplier selection process?
A vendor’s website is often the first place I go for due diligence. I’m looking for clear information on services, case studies, testimonials, and thought leadership. A well-designed website instills confidence, while a poorly maintained one can be a red flag.
Let’s talk about a vendor’s sales process… what should vendors do to catch your attention and absolutely not do to lose it?
For suppliers to get on my ‘short list,’ they need to demonstrate a genuine understanding of my challenges and offer tailored solutions. Listening is the most important. I don’t expect you to know everything, but if you know a little and ask genuine, interested questions, I will always have the conversation.
On the flip side are overly aggressive follow-ups or generic sales pitches. Also, never misrepresent your capabilities or overpromise on delivery. I don’t need to hear how unique your AI, or [insert the shiny object of the day] here, everyone has one. I don’t need unique… I need solutions to solve my problems.
What’s the best way for a vendor sales rep to proactively reach out to you so you actually connect with them?
A personalized email or LinkedIn message highlighting how your services align with my needs works well. Sharing a brief, relevant case study or insight can also capture my attention. The key is to make the outreach feel customized and considerate of my time.
You’ve said that you’ve sat through hundreds of capabilities presentations over the years? Ideally, what do you want to see in one?
A concise, visually appealing presentation that clearly explains your unique value proposition, relevant experience, and success stories. I appreciate when it’s structured around how your capabilities align with my specific challenges or goals, with time left for discussion. Don’t ask me leading questions taken right out of a sales handbook like, “What do you like best about this?” Talk to me as a fellow human being.
Similarly, for you, what constitutes a really good proposal?
A perfect proposal is well-organized, addresses my specific needs, and provides a transparent breakdown of services, pricing, and timelines. When all factors are equal, the decision often comes down to trust in the supplier’s ability to deliver, demonstrated by past success and their understanding of my business. Proposals can and should be very short. I don’t need 30 pages for a proposal that can be 3 pages. You will not stand out with better graphics and lots of background – you stand out for understanding your potential client.
Brad, for you, what triggers your search for a new supplier… or do you always keep your eyes open, just in case?
Triggers include dissatisfaction with current suppliers, the need for expertise in a new area, or when a fresh perspective is required. That said, I’m always open to learning about innovative solutions from potential suppliers, even if I’m not actively looking. The biggest thing that will trigger a new supplier for me is lack of communication. Changing account executives and not reaching out, not learning what you can, etc. is an immediate signal for me to change. I don’t ask a lot of my suppliers, so it’s important that even if I’m the 18th of 20 clients in value, you don’t make me or my company feel that way.
Last question… if you were to give any advice to research agency salespeople, what would that be?
First, do all you can to understand the client’s business before making contact. Tailor your approach to show you’ve done your homework. Also, focus on building a relationship rather than immediately pushing for a sale.
That’s terrific insight, Brad… it will provide really solid guidance to anyone looking to establish a relationship with research buyers. Thanks so much for your help.