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HomeMy WebLinkAbout3.A. City Wide Surveys 3.A. CITY OF SHAKOPEE Memorandum TO: Mayor and City Council FROM: Mark McNeill, City Administrator SUBJECT: City Wide Surveys DATE: January 10, 2003 INTRODUCTION: As part of the discussion items at the January 13th workshop, staff would like to talk further about the concept of one (or potentially two) city opinion surveys, and the suggestion of Councilor Lehman to do a web-based live "town forum". BACKGROUND: At a November City Council meeting, Councilor Lehman relayed to the Council the desire of the PRAB to have a community survey performed to determine the amount of support for a referendum to add on to the Community Center, and provide other recreation improvements. That led to a discussion of surveys as a whole at that Council meeting, although it was not scheduled as such on the agenda. Assistant to the City Administrator Tracy Schaefer did then give some "ballpark" estimates as to doing surveys by staff, or having a professional come in. The amount of the staff-performed survey was $3,000 for postage. The Council gave direction at that meeting to have staff prepare questions for such a survey. Since that time, we have done more research as to the desirability of having surveys done in-house, or hiring a professional to do the work for the City. As part of goal setting workshop, we feel that it would be appropriate to go over this information with you, so that there is a better understanding ofthe costs and benefits of having a survey done either in-house, or professionally. We also need to discuss further with you the probability of needing two separate surveys (one for Parks, and one for City-wide issues). Ms. Schaefer has prepared the attached memo that gives more detail as to the results of research that has been performed thus far. Facilities and Recreation Director Mark Themig has also been involved with this, and contacted four firms that do this sort of work to get additional background information. Mr. Themig has arranged for a representative of one ofthe companies to give a presentation at the January 13th workshop as to what might be expected with a survey. I know that Councilor Lehman has discussed with staff the possibility of setting up a web-based live "town forum" to gather public input. That should also be discussed. I have talked with Mayor Mars, and he is agreeable to having the first part ofthe January 13th meeting to be devoted to discussion of community survey. ACTION REQUIRED: The Council is asked to discuss and give direction on questions relating to a community OpInIOn survey. 7J0\~~ Mark McNeill City Administrator MM:th . . City of Shakopee Memorandum TO: Mayor and City Council Mark McNeill, City Administrator ~ FROM: Tracy Schaefer, Assistant to the City Administrator SUBJECT: Community Survey MEETING DATE: January 13, 2003 Introduction Council needs to discuss further its options for a community-wide and parks and recreation surveys. Background After speaking to four different surveying firms and other metro cities, it is apparent that before the Council determines to conduct a surveyor the method of surveying the Council needs to answer two questions. 1) What does the City Council want to know when the survey is completed? 2) How will the City Council use the survey information? Once those questions can be answered, the Council will need to answer two more questions? 1) To contract with a professional surveying company or to have city staff develop the survey? 2) What surveying method should be used a) phone b) mail c) web? Staffwants to inform Council that no matter which of the above options it chooses for either a community-wide or parks and recreation survey that results for Council will not be available until at least April or May. To help Council answer the last two questions, the pros and cons of each option need to be evaluated. Survey Options Professional Surveying Firm V City Staff A professional surveying firm will bring some key components and validity to a survey that an in-house staff survey will not. The survey will be conducted independently, thus bringing credibility to the survey results. Residents may not always willing to give a "truthful" answer to a staffwritten survey, but ifthe answers and results are calculated independently it will increase the validility of the results. Professional surveying firm brings years of experience, qualifications, and resources that city staff does not have. A 1 . , surveying firm will also have access to other community results to compare for analysis. Although a professional surveying firm could produce a more valid survey than city staff, the costs will be higher than an in-house survey. A professional firm will cost at least $ll,OOO/survey, and staff could do it for no less than $3,000 - $5,000/survey plus staff time. Even though staff can do it cheaper, Council will need to make priorities of staff s time. Conducting a statistically valid survey will consume a lot of staff time, so other projects will need to be put on hold or eliminated. Due to City resources, city staff would only be able to conduct a statistically valid mail survey, since the staff does not have the tools or resources to conduct an in-house phone or web survey. Survey Methods Organizations primarily use three different methods to conduct surveys 1) phone 2) mail and 3) web. Each situation determines the type of survey that should be used. In order to produce a statistically valid survey, the survey needs to have a 3-5% margin of error, which means at least 400 surveys need to be completed. City staff recommends that the Council consider using a phone survey to produce the most optimum results. Phone The majority of consultants and other communities agreed that a phone survey would produce the best and most accurate results when compared to a mail or web survey. Almost every household has a telephone, making it easy to contact different races, income levels, and ages. Residents are more likely to respond to a phone survey than a mail survey, and it can be done quicker than a mail survey. Unlike a mail survey, follow- up questions can be asked, which may add qualitative value to the survey. Mail If done correctly, a mail survey can cost as much as a phone survey, due to the number of survey mailings, and the number of reminder or repeat mailings to produce a statistically valid results. Unlike a phone survey, the city can't ask "follow-up" questions of the residents to provide more/better insight. A written survey is more restricted to closed ended questions. For example, a resident is given choices a-d, because an open ended question is too difficult to quantify the results. Web A web survey would not produce statistically valid measurers due to numerous factors: . Only roughly 45% of American population has access to the internet. '. Age is skewed since more people under the age of 55 have access to the internet than the elderly. . Socio-economic variety is difficult to achieve, because lower income levels normally have less access to the internet. . City has no way of tracking if the respondent is a Shakopee resident. . City has no methods to track the number of times a user replies to the survey. 2 . . No consultant recommended the web option, and I have only been able to find one example, Romeoville, IL, that has conducted a community-wide survey via the web. A web survey would also be very labor intensive for city staff, since we would need 24/7 technical support, which would result in more work and costs than a phone or mail survey. A web survey would still need to be generated by a consultant and those costs are unknown, but would be more expensive than traditional surveying methods. Once Council chooses a method, the Council will also need to decide if it wants to conduct focus groups with the community, residents, business leaders, city staff, or if it wants to conduct workshops to determine the focus area(s) of the survey. Recommendation Staff recommends that Council hire a professional surveying firm to conduct a phone survey. Action Requested Council needs to discuss further its options for a community-wide and parks and recreation surveys. Tracy Schaefer Assistant to the City Administrator 3 coy -CJOlson Market Research, Inc. is a full ~service market 0 research firm providing complete qualitative and ~ quantitative research services to local, national and '"'0 international clients. I 0 CJ OLSON MARKET RESEARCH. INC. ~.. > I-j~ More than .30 years of market research experience and t'rj commitment to quality service has earned Carolyn 0 Olson and her associates a reputation for excellence. < t'rj Experienced research professionals, including a staff ~ statistician, are dedicated to understanding and serving < your specific needs. The Olson goal is to provide - t'rj superior service, on time, at the right price. ~ q Olson's advanced project design improves results and controls costs by: . precisely defining problems, needs, and critical issues; identifying target audiences; . Determining decisions to be made; . Developing study design and relevant data; . Pre- testing questionnaires; . Scientifically selecting sample groups; and, . Defining appropriate subgroups. Tailored reports translate numbers and responses into easily understood language allowing more knowledgeable planning and action. Reports include complete crosstabulated computer data tables and meaningful analysis, with a summary of findings, conclusions, and recommendations. Formal PowerPoint presentations are provided. CJ Olson's offices are conveniently located near downtown Minneapolis, with facilities for focus groups, data collection, and data processing. CJ OLSON MARKET RESEARCH ~ ::c: Account managers work directly with clients from project beginning tr1 to completion, and are available throughout the study. n I~ ACCOPNT MANAGEMENT t-4 C/:J Carolyn J. Olson, Founder and President 0 Z Carolyn's professional experience includes work with both public and ~ private sector clients. Her strengths in research design and analysis tr1 are an asset to the organization. During the research design process, > her problem solving skills help clients define what information is $: needed and how it can be best utilized. Carolyn's analytical strengths become apparent in the final product--the written report, which is presented in layman's language as a practical tool for the client. Prior to founding CJ Olson Market Research in September 1984, she was President of Marketing Decisions, Inc. and, before that, Vice President at Mid-Continent Surveys, both former Minneapolis firms. Carolyn Olson graduated from Normandale College and attended business seminars and workshops at the University of Minnesota. She has lectured to marketing and market research classes at the College of St. Catherine, College of St. Thomas, Northwestern College, and Augsburg College. Carolyn is a member of a number of business and professional organizations including: . The American Marketing Association, . The Market Research Association, . The Minneapolis Chamber of Commerce, . S1. Paul Chamber of Commerce, . National Association of Women Business Owners, . Women's Transportation Seminar, . ITS (Intelligent Transportation Services) Minnesota, and . The St. Paul Convention and Visitors Bureau. CJ OLSON MARKET RESEARCH Gayle F. Belkengren, Vice President, Marketing A persuasive communicator and leader, Gayle is responsible for obtaining new business while ensuring the satisfaction of our current clients. Her attention to detail helps her in her other responsibilities, which include calculating cost estimates, writing proposals and directing projects. She works closely with clients from the beginning to the end of projects. Gayle's 25 years of experience in the market research industry is utilized as the Director of Sales and Marketing and as a member of CJ Olson's Management Team. Gayle is an active member of the Minneapolis Chamber of Commerce and the Advertising Federation of Minnesota. She is also active as a member of the American Marketing Association where she has been a mentor, served on the Business-to-Business program committee, and was the Vice-President of Programming for the Minnesota Chapter for three years. She served on the Market Research Association's Minnesota Task Force, exploring the possibility of setting up a Twin Cities' chaptet', (which was successfully established in 1997) and then served on the programming committee for the Minnesota MRA for two years. In 2001, she was elected to the Minnesota Advertising Federation Board of Directors. Larry Praml,Jr., Account Executive Larry's strengths include creative problem solving and intuitive research design. After joining CJ Olson in 1997, he accepted his current position as Account Executive in which his responsibilities include client relations, project management, research design and proposal writing, with an emphasis on developing new business. In addition to these duties, Larry is an active member of the Sales and Marketing Team and the Management Team, where his insights challenge conventional ideas and are frequently agents of change and improvement. He was instrumental in launching CJ Olson's proprietary omnibus studies (the Insights Polls); researched and helped launch the CJ Olson Usability Lab; and is a member of the Midwest Society of Association Executives and the Public Relations Society of America. Larry earned his MBA from the University of California at Riverside, emphasizing Marketing and Production and Operations Management. He also earned a BS in Physics from the University of Redlands. His previous work experience was in Hospitality and Retail Management. CJ OLSON MARKET RESEARCH The Data Collection professionals at CJ Olson Market Research are experienced in a wide variety of methodologies including: telephone, in-person, and executive interviewing. DATA COLLECTION Michelle James, Director of Data Collection Michelle has been a member of the CJ Olson team since 1999, beginning as an interviewer and quickly advancing as opportunities presented themselves. As Director of Data Collection, Michelle oversees all aspects of the department, managing both quantitative and qualitative surveys. She hires, trains and continues to have close interaction with the interviewers and supervisors, creating a professional and productive environment in which to work. Her attention to detail is especially useful when she coordinates focus groups and trains hostesses. Debbie Scheppard, Director of Human Resources Debbi is responsible for administering all Human Resources matters. She is also a member of the CJ Olson Management Team. Debbi has been with CJ Olson since March of 1988. Her extensive experience includes positions in the Data Collection, Data Processing, Human Resources, and Sales and Marketing departments. Starting as an executive interviewer, she has quickly advanced to several new opportunities as they have presented themselves. Aside from several years of experience in supervising Data Collection and administering Human Resources, Debbi also has experience in Data Processing and was instrumental in developing the CJ Olson web-site. Lisa M. Kelly, Moderator Lisa is a charter employee of CJ Olson Market Research and currently serves as an independent moderator exclusively for the company. She assists in the design of the discussion guides, facilitating the groups, analyzing the results, and writing reports. She received her training for focus group moderating in 1993 at RIV A Market Research in Washington D.C., and has to date conducted well over 100 focus groups for CJ Olson. Prior to becoming a moderator, Lisa held the position of Qualitative Research Director for CJ Olson, coordinating and managing qualitative projects. She has also worked as a vocational rehabilitation counselor and as a pre-school teacher in rural Hawaii. She earned a BA degree in Social Work from Bethel College in St. Paul, MN. CJ OLSON MARKET RESEARCH The primary responsibility of the Data Processing Department is the management, transformation, processing, analysis and interpretation of all quantitative data. DATA AND INFORMATION MANAGEMENT Lori Laflin, DIRECfOR OF DATA AND INFORMATION MANAGEMENT Main responsibilities: managing the daily activities and long range planning for the Data and Information Management Department. Her areas of expertise include: . Staff & resource management: scheduling, supervising, hiring, training, performance evaluations and salary planning, managing projects to budget; bidding projects; ensuring personnel have the equipment and resources necessary to complete their tasks in a professional manner. . Statistical analysis: programming and interpreting statistical tests including: t-tests, ANOV A, chi square, correlations, regression analysis, factor analysis, cluster analysis, reliability analysis, and conjoint analysis. . Program development: working with the client to understand needs, question and response construction, layout. . Qualitative research: developing recruiting screeners and discussion guides that best meet client information requirements, moderating focus groups, reporting and presentation of results. . Software proficiency: Microsoft Word, Excel, PowerPoint, Access, Project; SPSS. Valerie Hanson, RESEARCH ANALYST / PROJECf MANAGER Main responsibilities: interpretation of results and project management. Her areas of expertise include: . Interpretation and presentation of quantitative results: examining data tables and verbatim responses, writing reports that detail results in an easy to use format, providing relevant information based on mission -critical client needs. Conveying research results to clients in a straightforward, interactive marmer. . Project management: managing budget and schedule, communicating project status on a regular basis, proactively resolving potential issues. . Questionnaire development: working with the client to understand needs, question and response construction, layout. . Data processing tasks: editing, code design, coding, data entry, proofreading and tabulation. . Secondary research: determining information needs, locating sources through library and Internet-based research, summarizing findings. . Software proficiency: Microsoft Word, Excel, powerPoint, Access; SPSS. CJ OLSON MARKET RESEARCH Cassie Scheppard, RESEARCH ASSOCIATE / PROGRAMMER Main responsibilities: development and execution of data reports. Her areas of expertise include: . SPSS cross-tabulated data reports and Microsoft Access data reports: programming reports to meet client information requirements, running and printing reports. . Data management: developing and manipulating databases, cleaning data files, data entry. . Code design: reviewing responses to open-ended questions and developing code lists that succinctly capture the essence of the comments. . Data processing tasks: editing, coding, data entry, proofreading and report preparation. . Graphic design: development of eye-catchinz, original displays for conferences, brochures, and signage. . Organization: management of large quantities of archive materials. . Software proficiency: Microsoft Word, Access, PowerPoint, Publisher; FrontPage 98; SPSS. Robert Edquist, Director of Information Systems Main responsibilities: administration, maintenance and upgrades of the computer and telephone systems. His areas of expertise include: . Computer network administration and technical support: establishing and maintaining all vital computer network systems including file sharing, back-up, Internet connectivity, e-mail accounts and work groups. . Telephone system administration: administering the communication network including Tl, digital, analog, dedicated and dial-up lines. Supporting the voice mail system. . Managing printer resources: controlling the printer network and ensuring personnel have access. . Maintenance: maintaining all fundamental systems including regular cleaning and analysis. . Procurement: researching new hardware and software technology, recommending appropriate acquisitions, purchasing, installation and set up, de-acquisition of replaced technology. . Vendor management: locating, interviewing and recommending technology-related vendors; establishing measurement criteria; and, managing day-to-day relationships. . Software proficiency: Microsoft Windows NT 4.0, Microsoft Windows 98, Microsoft Windows 95; Microsoft Office 97, Microsoft Office 2000; Microsoft Word, Excel, Powerpoint, Access, Internet Explorer, Outlook, FrontPage, Publisher; Norton AntiVirus Software; McAfee AntiVirus Software; HP Colorado Backup; WinZip; Inter-Tel AXXESS; HP JetDirect. CJ OLSON MARKET RESEARCH ~ Research is often used to support advertising-from developing successful ads to tTi V'J tracking the effectiveness of those ads. tTi > I~ AD\'ERTISING EFFECTIVENESS ::r: Information Needs: Have you been asking yourself... ? '"'0 ~ . Which potential advertisement is clearest, most believable, attractive 0 I-pj and motivational? - t-4 . Where do potential buyers look for advertisements? tTi V'J . What media venue is most effective for advertising? . Is brand awareness increasing with advertising exposure? . Do viewers/ readers relate to the ads? . Given several examples, which advertising copy is most memorable? . How do the ads impact buyer behavior? . What impact do the ads have on perceptions of my product or service? Populations: What kinds of people or groups are auestioned? . Current product or service users. . Potential product or service users. CJ OLSON MARKET RESEARCH ~ Companies need to understand the awareness and the image their organization or M product! brand. Image and awareness studies are often used to assess perceptions ~ on image factors including corporate favorability, believability, value and product M quality. The studies also assess overall awareness of companies that provide these :> ~ types of products and services and awareness. Ig Il\IAGE & A\\ARENESS '"'0 Information Needs: Have you been asking yourself. . . ? ~ 0 . What are the levels of unaided and aided awareness of my company or brand? ~ ~ . What perceptions do customers and potential customers have of the quality of t"""4 my products? M ~ How does my company or brand compare to our major competitors on key . decision variables? Populations: What kinds of people or groups are questioned? . Current customers. . Employees. . Potential customers. . Vendors. CJ OLSON MARKET RESEARCH ~ Transportation planning is used for a wide variety of reasons, including: roadway M construction or expansion, setting speeds, planning for public transportation, rJ:J determining system deficiencies, and examining the feasibility of options. Political, M > social, demographic and economic forces often come into play in transportation ~ research. I g TRANSPORTATION PLANNJNG '"'0 Infonnation Needs: Have you been asking yourself. . . ? ~ 0 . What stakeholders could be affected by the system changes, including general ~ public, businesses, attractions, and any public transit providers? - t'""'t . What route(s) would best serve the area of interest, facilitate public transit and M rJ:J attract tourists? . What are some of the issues and perceived limitations involved with current public transit? . What are the associated costs and how would the public expect these costs to be financed? . What has been the success of other, similar projects throughout the country and what implications can be drawn? . What are the origin and destination locations for trips in or through the area? . How long do those trips take? . Would people be willing to use public transportation for these trips, if it were available? . How much would they be willing to pay to use public transportation for these trips? . What are the barriers to using public transportation? . What amenities would be desired at stations (ie. day care, cleaners, groceries, gas, etc.)? Populations: What kinds of people or groups are questioned? . General public. . Trip makers. . Public transportation users. . Organizations which are potential trip generators, including medical, educational and employment facilities. . Public, private and semi-private transportation agencies. . Local governmental units, planning agencies and DOT representatives. CJ OLSON MARKET RESEARCH ~ Accurate measures of customer satisfaction that can be tracked over time are mission t'?':l critical in teday's fast-paced business environment. Research can be used to identify (/) and measure those specific aspects of customers' relationships that are critical to t'?':l > customer loyalty, and to help marketing planners prioritize improvement initiatives ~ based on the estimated impact they will have on customer loyalty. I n ClJSTOl\JER SATISFACTION & LOYALTY :::r: '"'0 Information Needs: Have you been asking yourself. . . ? ~ 0 . What do customers or potential customers perceive as the main benefits of our I-pj products or services? - t- . What do customers or potential customers perceive as the key opportunities for t'?':l (/) our products or services? . Which services and/or products would customers find most helpful or beneficial when <<sins our services? . What are the key drivers of customer satisfaction? . How do we attract new customers and keep current customers? . Why did someone choose my product or service over a competitor's? . How likely are customers to return? . What are customers greatest concerns about the future? . Why are customers defecting? Populations: What kinds of people or groups are questioned? . Current customers. . Potential customers. . Lost customers. . Employees. . Vendors. CJ OLSON MARKET RESEARCH ~ Too often web-site development is driven by technical requirements. However, tpj consumers will be the ones deciding whether the site is used--or not. Research can C/) be the key to determining which features will be used and what will draw users to tpj > your site. ~ Ig lTSABILITY ENGINEERING '"'0 Usability testing is a relatively new discipline that is improving how products and ~ 0 services are designed. End-users are assigned a series of tasks to perform using the '"'P'j product or service. Respondents are monitored as they complete the tasks while a - professional Usability Engineer conducts an interview regarding the usability of the ~ product or service. tpj C/) Usability Engineering leads to reduced development costs, less time spent re- engineering and more user-friendly products and services. Information Needs: Have you been asking yourself. . . ? . How do users and potential users perceive current web-sites? . How likely are people to use our web-site? . What are the attitudes towards purchasing items over the Internet? . What content should our site include? . What are the attitudes of consumers regarding site content and layout? . What are the attitudes of consumers regarding potential site names/URL addresses? . What words or phrases would be used to search for a product, service, or site like ours? . What are the perceived benefits and weaknesses of providing our products and services over the Web? . How will e-commerce impact our traditional business? Populations: What kinds of -people or groups are questioned? . Current customers. . Current users of similar sites. . Potential users. CJ OLSON lvfARKET RESEARCH ~ One key role of upper management is to guide the organization. Research can tTi provide necessary information to ensure decisions are made from a position of V'J knowledge. Strategic planning research is often done in conjunction with image and tTi > awareness research and customer satisfaction and loyalty research. ~ Ig STRATEGIC PL\NNING '"'0 Information Needs: Have you been asking yourself. . . ? ~ 0 . Should we invest in a new or additional facility? ~ - What are the interests and activities of my customers or potential customers? t'""4 . tTi V'J . What is the level of price sensitivity or willingness to pay? . What additional services would customers like to have? . What customer needs will impact staffing levels and staffing needs? . What direction should our company take in the future? . Where should resources be invested? Populations: What kinds of people or groups are questioned? . Current customers. . Potential customers. . Lost customers. . Employees. . Vendors. . Local and regional governmental units and planning agencies. CJ OLSON MARKET RESEARCH ~ Whether your organization is the market share leader or a viable niche player, M brand research gives you the information needed for moving your brand toward r:/:J your vision in an effort to ultimately position or re-position your organization in a M > competitive industry. ~ I n BRAND RESEARCH ::c: '"'0 Information Needs: Have you been asking yourself. .. ? ~ What sort of awareness does my brand have within the industry? 0 . ~ What are the perceptions about my organization in general, its capabilities, and - . t'""4 its strengths and weaknesses? M r:/:J . Where does my organization fit in the industry? . How does my organization compare and contrast with foreign and domestic competitors? . How well is my organization understood by outsiders? . What are the current and preferred sources of information about my organization and competitors? . How well does my organization and our competitors communicate with key constituent groups? . What is the image and positioning of my organization and my competitors? . What are the communications successes that my organization has had and where are there opportunities for improvement? Populations: What kinds of people or groups are questioned? . Current, past and potential customers . Frontline employees, key management and Board Members Industry associations and trade journal publishers CJ OLSON MARKET RESEARCH ~ Readership studies are undertaken for three main reasons-to gather information t?j for advertising sales, to enhance the publication for current readers, and to en determine what will attract additional readers. t?j > ~ IR READERSHIP '"'0 ~ Information Needs: Have you been asking yourself... ? 0 I-poj . What are the readership levels of our publications? - t""'4 t?j . What is the awareness of our publication and how does this compare to other en publications? . Overall, how satisfied are readers with the content, layout and frequency of the publication? . What content do readers and potential readers desire? . What are the demographics of our readership (i.e., household size and makeup, employment, income, gender and age)? Populations: What kinds of people or groups are auestioned? . Current regular readers. . Current occasional readers. . Potential readers. CJ OLSON MARKET RESEARCH ~ Healthcare research is used to produce reliable, comparative patient satisfaction tr::1 information useful to clinics, care systems and consumers. It is also used to enable en cross-market comparisons and benchmarking efforts with other organizations and tr::1 > communities and to assist in resource allocation. ~ I @ HEALTHCARE '"'0 Information Needs: Have you been asking yourself...? ~ 0 . What are the current and anticipated healthcare needs of our population of """':1 interest? ~ t'-4 tr::1 . What programs should be developed to meet future healthcare needs? en . How satisfied are patients with the services received from caregivers? . What additional services should be offered? . How do patients rate their primary facility and caregiver on key issues (i.e., attitude, service quality, timely service, ability to make appointments, etc.)? Populations: What kinds of people or groups are questioned? . Patients seeking service. . Patients who have been treated. . Patient family members. . Physicians, nurses, technicians, administrators, care-givers and other staff. CJ OLSON MARKET RESEARCH ~ Today's market can be unforgiving. Market research can provide direction for an tri effective entry strategy, answering questions on pricing, positioning and market VJ potential. tri )> ~ I g N E \\ PRO D l' C T D EVE LOP l\1 E NT '"'0 ~ Information Needs: Have you been asking yourself. . . ? 0 '"'rj . What decision criteria are used when choosing products and services? - t'-4 tri . How similar is this product to others already available? en . How likely would potential consumers be to purchase this product or service, if available? . What level of price sensitivity is there? . What value would potential customers see in this product or service? . What needs do current or potential customers have that are currently unmet? . What barriers are there to the introduction of this product or service? . Would customers see this as a replacement for an existing product or as an accessory? . Are customers technologically ready for this product or service? . What are the push-pull mechanisms of this industry (i.e., the OEM's expectations, the impact of consumers' demand for new products, etc.)? . What distribution channel would be most appropriate? . How much do customers and potential customers currently spend on related products or services and how much do they expect to spend in the future? . What factors influence the buying decision? . What location is most preferred? Populations: What kinds of people or groups are questioned? . Current product or service users. . Potential new users. CJ OLSON MARKET RESEARCH ~ Market segmentation is based on the understanding that people differ in their M motivation, values, ideas, attitudes, perspectives and actions when making decisions V'.i to try or purchase some product or service. By segmenting the market, an effort is M > made to find groups of people who are more similar in their purchasing and/or trial ~ criteria. I@ \IARKET SI~G'IENT.-\TION '\:1 By creating these groups, or segments of the population, an organization can more ~ 0 effectively target these groups in their marketing strategy. Groups can be designated ""'l'j by the amount of stimulus needed to make a trial, the likelihood of a trial meeting - expectations and encouraging repeat purchases, and the overall potential t""4 profitability of further marketing efforts to that group. M V'.i Segmentation, at its best, helps a marketing plan create smaller, more personal messages to more diverse groups, the end result of which is a broad appeal of a single product or service, based on its ability to satisfy the differing requirements of the population at large. Information Needs: Have you been asking yourself...? . What are the different segments of our target market? . How can those segments be described? . What products or services should be offered to different segments? . How can different segments be targeted, in advertising? . What are the motivations of the different segments? . Does profit vary depending on market segment? Populations: What kinds of people or groups are questioned? . Current customers. . Potential customers. CJ OLSON MARKET RESEARCH ~ Companies often have a mass of information about current customers. However, tpj often much of that information is incomplete. Database enhancement can be used to CI'J gather missing information. Also, the contact is an opportunity to determine if tpj :> customers have any urgent needs. ~ Ig DATABASE ENHANCEl\IENT '"'0 Information Needs: Have you been asking yourself... ? ~ 0 . Who are our customers? I-rj ~ Do they need immediate contact or service? t'"'4 . tpj CI'J Populations: What kinds of people or groups are questioned? . Current customers. CJ OLSON MARKET RESEARCH ~ While each project is unique, the following documents the typical steps involved in tp'j the research process. v::, tp'j > I~ STEPS IN THE RESEARCH PROCESS ::c: '"'0 ~ Phase 1: Consultant Selection And Prqiect Launch 0 '"T:1 1--4 The first step in executing a successful survey is the selection of the project team. t-4 tp'j CJ Olson Market Research, Inc. considers itself a strong partner for the following v::, reasons: . We have extensive experience in all types of public opinion, customer satisfaction and attitudinal studies. . CJ Olson Market Research, Inc. realizes that informed decisions are the key to success. We remain objective throughout the study, relying on the data to tell the story. . CJ Olson Market Research, Inc. has provided market research services to several public entities. We understand the rules for governmental work. Project launch will typically include a meeting to accomplish the following: . Research objectives will be further defined, finalized and agreed upon. . Lines of communication will be decided on, including the number and rate of project updates for each team member. . Duties, roles and responsibilities of each team member will be defined and agreed upon . The proposed project approach will be discussed and finalized . The project timeline will be drawn up and agreed upon. Careful planning and thorough communication during this project design phase will help ensure that the research performed meets your specifications and accomplishes your research objectives Phase 2: Secondary Research Secondary research is undertaken to take advantage of the research that may have already been done on the issue. It is important to note that existing research often does not completely answer the pending question or may be have been conducted with a different population or may be somewhat out of date. The secondary research will be compiled and an executive summary will be produced. The information gathered during this phase of the research will be used in the development of an interviewing tool for the next phase of research. I CJ OLSON MARKET RESEARCH j Phase 3: Qualitative Research The qualitative research phase may include in-person, one-on-one interviews and focus groups and is often used to prepare for the quantitative phase. The emphasis in focus groups is on the results of group interaction. The discussion leader introduces topics and encourages each of the participants to express their views on each topic and to elaborate or react to the views of the other participants. Some benefits of this method include stimulation of thoughts from group interaction, group pressure can clarify and challenge thinking, and a relatively large amount of information can be obtained in a short period of time with relatively small cost. The data collected represents the views of relatively few respondents and is not projectable to the entire population. The focus groups will be facilitated by a professional moderator who has expertise in the following: . Ability to establish rapport quickly by listening carefully, demonstrating a genuine interest in the views of each participant and avoiding the use of jargon or sophisticated tenninology that may turn off the group. . Flexibility, observed by implementing the interview agenda in a manner that the group finds comfortable. . Ability to sense when a topic has been exhausted or is becoming threatening and to know which new topic to introduce to maintain a smooth flow to the discussion. . Ability to control group influences to avoid having a dominant individual or subgroup, as well as drawing information out of reticent participants. Steps in the Process: 1. CJ Olson Market Research, Inc. will develop a first draft of the focus group screeners and discussion guides, which will be presented for review, revision and approval. 2. Participants will be recruited. Appropriate gratuities will be offered. 3. Groups or interviews will be held at convenient facilities. Groups will be viewed by client stakeholders and moderated by a trained and experienced moderator. 4. Transcriptions of the groups will be made and the results analyzed. CJ OLSON MARKET RESEARCH Phase 4: Quantitative Research Surveys are the most common method for obtaining information from a large number of qualified respondents. By quantifying the data, the results will be projectable Steps in the Process: 1. After reviewing the qualitative results, the CJ Olson project team will develop a first draft questionnaire, which will be presented for review, revision and approval. 2. The approved questionnaire will be pre-tested with a pre-determined number of potential respondents. The purpose of the pre-test is to test the length and communications capability of the questionnaire. Pre-test results will be reviewed with the clients' project team members and necessary questionnaire revisions will be made before a final version is approved and full data collection begins. 3. A sampling plan will be developed and sample will be obtained. If the study is to be conducted using a probability sample, using random digit dialing (RDD) will ensure a random selection of respondents and inclusion of those with non- published telephone numbers. 4. Data will be collected using the method most appropriate for the project's needs. All telephone interviewing will be conducted from the Olson Phone Center, which is equipped with a silent monitoring system so that 10-15% of each interviewer's work can be monitored. Monitoring ensures that the interviews are being administered properly and that the data we collect is accurate. The completed questionnaires will be edited for complete recording of all structured responses, and for probing and clarification of all open -ended responses. 5. The completed questionnaires will be edited in our Data Processing department. Open -ended responses will be coded and all responses key -entered into a database. Data will be processed using Microsoft Access and/or SPSS software. Cross-tabulated data tables are produced, sorting data by specified variables for further analysis. Any appropriate statistical analysis will also be performed. 6. The data will be analyzed and a written report and presentation of the findings will be provided. The written report will include: objectives, methodology, summary of findings, detailed findings with colored graphs and charts, verbatims to open -ended responses that do not fit code, conclusions and actionable recommendations. Five bound copies of the report will be provided. The oral presentation will include colored transparencies and will cover the project's findings, conclusions and recommendations. CJ OLSON A1ARKET RESEARCH () 3M Company Crown Therapeutics Institute of Athletic Medicine ADC Telecommunications, Inc. Cunningham Research Associates Interstudy ~ ADP Custom Products, Inc. International Multifoods 1'-4 trj Advanced Eye Care, Inc. Dakota Electric IRRRB Z AEFFACT Data Quest IRS I ~ CLIENT LIST ~ 1'-4 AES International DataCard Corporation ITS Minnesota 'Jj Alberto-Culver DBB ane Stegner &, Associates ~ All Points Research DDB Needham Janz-Abrahamson, Inc. ~ American Institute of Graphic Arts Decotiis Erhart Jeanne Thorne Company American Medical Systems, Inc. Derata Corporation Johnson Grossfield > American Paging Digital Equipment Computers Journal Sentinel ~ American Red Cross Diversified Pharmaceutical, Inc Kamstra Communications, Inc. American Sleep Disorders Ass'n Downtown Council of Minneapolis KARE-tt TV > American TeleCare, Inc. Eckstein &, Associates Kelly Media Consultants ~ Anchor Hocking Plastics, Inc. Ecolab, Inc. Kennedy, Inc. Armour Foods Economic Research Corp. Kerker Marketing Communications 0 AT &, T Communications, Inc. Enterprise Research KGA 'Jj ATA Foundation Eric Marder & Associates Kirshbaum Bond Atlantic Research Executive Solutions KMG Audience Research & Development Fairview Corporation Kl'R Augsburg College Faribault County Attorney KSTP- TV Augsburg Fortress Publishers Ferguson Enterprises, Inc. KSTC Channel 45 Bachman's, Inc. Fingerhut Corporation KTCA-TV Barton Aschman &, Associates lJ&,C Laboratory for Clinical Medicine BBDO Advertising Flex Medics Lakewood Research BCE Development Properties, Inc. Focus Market Research Inc. Landvest Homes BI Performance, Inc. Foldcraft Company Larry Wisch &, Associates Big City Productions Fortis Insurance Benefits - Dental Larsen Design Group Blue Cross-Blue Shield of MN Fourth Generation Laughlin Constable Bolger Publications Gang Carlson Cunico, Inc. Leach Research Bozell, Inc. Gavidae Common Lee &, Riley Advertising Briggs Business Communication General Mills, Inc. Leon Tyler Market Research Buffets, Inc Gillette Children's Hospital Lieberman Research Buhler, Inc. Graco, Inc. Lifesource Builders Ass'n of the Twin Cities Greater Mpls. Chamber of Commerce Lund Cox Koehler Burkle Honda Group Publishing, Inc. Lutheran Brotherhood Burnett Senior Classic H Windows Lynch, Jarvis, Jones Campbell Mithurn H.B. Fuller Company Lynn Gorsky Canterbury Downs Haworth Group, Inc. Manning &, Associates Cardiac Research Committee Health Fitness Corporation Maritz Market Research, Inc. Carleton College HealthEast Market Data Corporation Cannichael Lynch Adv. HealthOne Market Directions Castle Rock Consultants HealthPartners, Inc. Market Insights cm Hedstrom Blessing, Inc. Market Research Associates Cenex/Land 0' Lakes Hendlin Visual Market Resource Associates Center for Airport Management, LLC Hennepin County Medical Center Market Search, Inc. Portland, OR Hennepin Technical College Market Strategies Children's Healthcare-Mpls/ St. Paul Honeywell, Inc. Marquette Research Christians for Biblical Equality (CBE) Horowitz Associates Martin Williams Advertising Citizens Council Horrace Kelly & Associates Marvin Windows & Doors City Business Hoyt Development MASBO City of Eden Prairie Hughes Aircraft Matrix (Gateway) City of Fridley IBM, Inc. McCracken Brooks, Inc. City of Minneapolis Idea link McFarlane Qualitative Research Coalition of Minnesota Businesses Ideas to Go McKesson Medication Management Colder Products Company IDS/ American Express McKnight Foundation Coleman & Christison Advertising Imation Measner et al Colle McVoy IMI Cornelius Medical Alley Colle Sewell Impact Resources Medi-Ject Corporation College of S1. Catherine IMS America Medtronic Conklin Company Industrial Economics Merchant &, Gould Courage Center In Focus Marketing Research Meredith Company CRA Ingenix Mesabi Regional Medical Center Creative Communications Messner CJ OLSON MARKET RESEARCH Metacom Park Nicollet Strgat' Roscoe Fausch (SRF) Methodist Medical Center Parson's Brinkerhoff Strictly Medical Metropolitan Corporation Perception Communications Network Summit Medical Metropolitan Council Perkin Elmer, Inc. Sundel Research Metropolitan Mosquito Control Personnel Decisions, Inc. Survey Center Metropolitan Training & Consulting Peterson MilIa Hooks Survey Methods Group Midwest Communication Pillsbury Company SWR Worldwide Minnegasco Piper, Jaffray & Hopwood, Inc. T & K Research Minnesota Business Coalition Platform Marketing Tactical Decisions Minnesota Chamber of Commerce Plymold Seating Target, Inc. Minnesota Community Colleges Potlatch Corporation The Hadley Company Minnesota Dept. of Commerce Pragmatek The Poll Group Min11esota Dept. of Economic Dev. Princeton Brand Econometrics The Polling Company Minnesota Dept. of Economic Security Prism, Inc. The Vanderveer Group (1VG) Minnesota Dept. of Health Project Research Transtop Minnesota Dept. of Human Services Prudential Insurance TRO Learning Minnesota Dept. of Natural Resources QRC True North Public Realtions Minnesota Dept. of Public Safety Quebecor Printing (USA) Corp. Try Us Resources Minnesota Dept. of Transportation Quest Associates Tunheim Santrizos, Inc. Minnesota Institute of Public Health Red Cross Twin Cities Public Television Minnesota Pollution Control Agency Regional Transit Board Unicorn Ener$)" Minnesota Pollution Control Agency Regis Corporation United Healthcare Minnesota Realtors Association Rehabilicare United Power Minnesota Technolo$)" Reliastar Financial Corporation United Way Minnesota Vocational Tech Colleges Research Edge University of MN Center for Survey Minnesota Zoo Richfield School District Research Minnetonka Baptist Church RML Research University of MN Center for MuSCU Rob Brown Communications Transportation Studies Moore Data ROI Systems University of MNCommunications Mosaic Marketing Roper Starch University of MN Continuing Ed. Multiply Communications Rosemount, Inc. University of MN Women's MSAE Saatchi & Saatchi, Inc. Intercollegiate Athletics MVM Saint Joseph's Medical Center UPA National Analysts Saint Jude Medical Center US Bank National Association of Purchase Saint Olaf College US Tennis Association Managers -Twin Cities Chapter Saint Paul Area United Way US West National Camera Saint Paul Chamber of Commerce Viaticare National Computer Systems (NCS) Saint Paul Companies Videotaggs/New Ad Concepts NAWBO Saint Paul Convention and Visitors Vista Group NA WCO Minnesota Bureau Walker Management and Dev, Inc. Nelson Research Saint Paul Pioneer Press Dispatch Walker Parking, Inc. Nevada Bob's Discount Golf Saint Paul Port Authority WCCO-1V Midwest Communications Newsbytes, Inc. Sandag Ward Senior Consulting Next Innovations Sandoz, Inc. Webber Advertising NFO Research Schultz Ward Prentice Wells, Miller, Hanley & Wood NFWBO SDR Inc. Wenger Corporation Niche Ventures.com Search Institute West Publishing Nightingale & Associates Seasonal Specialties Western Bank Nora Leven Second Opinion Westwood Research Group Norcraft, Inc. SEH, Inc William Mercer Advertising North County Regional Medical Ctr Shandwick USA Wilson Learning North Memorial Medical Center Sharon Mutter Field Sources Wireless Ronin Technologies Northern States Power Simon & Schuster Publishing Women Quest Northrup King Simply Retail Worldmark, Inc. Northwestern National Life Snow Communications Yamamoto Moss Nortronics, Inc. Software, Etc. Zimmerman Group Norwest Banks, N.A. Southdale Center Odyssey Consulting Spar/Burgoyne One percent Club SPD Options Research Spring Valley Farms Opus Corporation Sprint Marketing Group Orfield Associates Star Tribune Outsell, Inc Sterling Executive Counselors Pacific Research Stirtz, Bernards Padilla Speer Beardsley Strategic Insights Paper Magic Stratford Research Park Dental Street Pulse Group CJ OLSON MARKET RESEARCH INTERNATJON,\.L CLIENT LIST Det Scandinaviske Vinduscompaniet As Oslo, Norway Contest Census for Mercedes Benz Frankfurt, Germany ASM Group Hong Kong Newsbytes News Network Stillwater, MN Memorex Telex Dallas, TX Memorex Telex Worldwide Larsen Design for Digital Equipment Computers Inc. Minneapolis, MN Idexx Paris office Wenger Corporation Owatonna, MN Mitsubishi Research Institute, Inc. Tokyo]apan freshwater fish Marketing Company Manitoba, Canada Nomura Research Institute, Ltd. Tokyo]apan CJ OLSON MARKET RESFARCH RECOGNITION & A\\ ARDS 2001 National Association of Women Business Owners NAWBO Lifetime Achievement 1993: NAWBO Corporate Partner of the Year 1993 - Present: MN Keystone award for Services to the Community GMCC, Greater Minneapolis Chamber of Commerce 1993: Blue Chip Enterprise Award by the U.S. Chamber of Commerce, Connecticut Mutual and Nation's Business Magazine CJ OLSON MARKET RESEARCH VENDOR SATISFACTION ATTEND BASEBALL GAMES CUENf.cHHIGE\ENDOOS 5,0<) 4,0<) LWER$25,OOO $25,=,999 . MORE $30,000-$39,999 . SAME FOTEN1VtCLENTNION'TCHJtIGE\9lDORS ClJENTJ.\ON'TCIWlGE\eroOflS MEAN SCORES $40,000-$49,999 . LESS ~ B1WNG ~ SERVICE $00,000 ffi MORE _ SALES PERSON ~ DEUVERY REFUSED POJ'EN1'VIl.Cl&lT~'<EN~S 0% 20% 40% 60% 80% 100% EDUCATION FUNDING % INCREASE IN SALES DUE TO AD CAMPAIGN-- FY1996 (BY REGION) 100 -+-NORTHEAST ......SOUTHEAST '" 80 -.-MIDWEST .. '" ~WEST .. 12% ~ 60 .. . NOT SURE ~ 40 ~ -r---: . SOME OTHER WAY El i!i . PROPERTY TAXES '" 20 . I I 0 -I'q,. ~'" ",,,'" #' ..l' ~~ "Y 44% ~ ~o; ~o; .;,'" * ~~ ~ BELIEVABILITY OF NEWS SOURCES WINTER DRIVING FACTORS BY PRIMARY NEWS SOURCE IMPORTANCE vs SATISF ACfION 4," 4 . ..8NOWfllNCJNG '. . . . .HlGlWAYnAMP ACCESS . . 3.5 . . . . . ..sroeS'l'lU>EfJ>l.OWING . . . w 3 . . . .Nl:\Wmm " . .PLOWJN(;~ ~ . . _'lnEV1S10N ~ 3.25 . >!2.S .t.R.\O!O . I'AlUONOlU'Suucnom . 0 .. .NrW$.M.'.GAZl.NiS " .""""""""" 2 . . ANNOUNC"""'" ..SSOWRl'M)VAL 1.5 .l'l.OWiltUCl<::SAl'ETY "It /4' ,/ 4'/ ~ "" .SAND1NG-&SA1.TING 4f 200 3,25 4,50 .OVl:':R.AUDfU\'1NOSAl'l'lY SATISFACTION PRIMARY NEWS SOURCE CJ OLSON MARKET RESEARCH, INC. MINNEAPOLIS, MN 5.5413 SAMPLE TABLES Table Number: 1 Gender GENDER AREA INCOME REfUSEDI LESS THAN 510.000 TO 525,000 TO 540,000 TO 515,000 TO 5100,000 OR DON'T !lASE MALE FEMALE AREA I AREA 2 AREA 3 AREA 4 510.000 S24,999 539,999 S14.999 599.999 OVER KNOw BASE ~oo 143 252 204 ~6 36 104 28 100 80 64 44 36 48 IVIJ,O% 100,0% 100.0'l6 100.0% 100.0'l6 100,0% 100.0% 100,O'l6 100,O'l6 100.0'l6 100,0% 100,096 100.0% 100.096 MALE 148 148 0 72 24 28 24 8 36 24 24 16 16 24 31,O'l6 100.0% .0\'6 35.396 42,9% 77.8% 23,1% 28.6l6 36.0\'6 3O.0'l6 37.5% 36.4l6 44.4% 50.0'l6 FEMALE Z5Z 0 2SZ 132 3Z 8 80 20 64 56 40 28 20 24 ~~O... 0"6 100,0"6 64,7% 57,1"6 22,2"6 76,9"6 71.4% 64,0"6 70,O'l6 62,5% 63,696 55,6% 50,0% Table Number: 2 Area GENDER AREA INCOME REfUSEDI LESS THAN SIO.oooTO S25,oooTO $40.000 TO $75,000 TO SIOO,oooOR DON'T BASE MALE FEMALE AREA I AREA 2 AREA 3 AREA 4 510,000 524.999 S39,999 574,999 599,999 OVER KNOW BASE 400 148 252 204 56 36 104 28 100 80 &I 44 36 48 100,O'l6 100,096 100:096 100.0'l6 100.0'l6 lOO.O'l6 100.0"6 100.0\'6 100.0'l6 100.0\'6 loo,O'l6 loo.O'l6 100.0'l6 100,0\'6 AREA I 204 72 132 204 0 0 0 12 44 32 44 36 20 16 51.0% 48.696 52.4% 100,O'l6 .0'l6 .0\'6 .0\'6 42.9% 44,O'l6 40.0\'6 68.03% 81.0396 55.6% 33.396 AREA 2 56 24 32 0 56 0 0 4 4 20 8 0 8 1Z 14,0\'6 16,296 12.7% .0'l6 loo.O'l6 ,0\'6 .0'l6 14.3% 4.0'l6 25.0\'6 1Z.5% .0'l6 ZZ.2% 25,O'l6 AREA 3 36 28 S 0 0 36 0 0 16 4 S 0 0 8 9.0\'6 18.9% 3.2% ,O'l6 .096 l00.O'l6 .0'l6 .0'l6 16.0'l6 5.0'l6 1Z.5% .096 .0'l6 16,7% AREA 4 104 24 80 0 0 0 104 12 36 24 4 8 8 1% 26(l'l6 16,2% 31.7% ,O'l6 ,0"6 0'l6 100,0"6 42,9% 36,O'l6 3O,O'l6 6,3% 18,2% 22,2'J6 25,096 CJ OLSON ~IARKET RESEARCH, INC. MINNEAPOLlS,MN 55413 SAMPLE TABLES Table Number: 3 Queslion 1 (FACTOR 1) Thinking of a scale from 1 to S. where 1 means not at all importanl and 5 means very importanl. please tell me how important each of the following factors are to you in choosing the items we've been Ialking abouL GENDER AREA INCOME REAJSEDI l.ESS THAN SIO.OOO TO S25.000 TO 540,000 TO S75.OO0 TO Sloo.000 OR DON'T BASE MALE FEMALE AREA I AREA 2 AREA 3 AREA 4 SIO.OOO S24.999 S39.999 S74.999 S99.999 OVER KNOW BASE 400 143 252 204 56 36 104 Z8 100 80 64 44 36 4S 100,0% 100,0% 100,0% 100.0% 100,0''' 100.0% 100.0% 100.0% 100,0% 100.0% 100.0% 100.0''' 100.0% 100,0% I'OT AT AI.I. S 4 4 0 8 0 0 0 0 4 4 0 0 0 IMPORTANT Z,O% Z,7% 1.6% ,0% 1403% .0% ,0% .0% .0''' 5.0''' 6,3% .0''' .0% ,0% RATING OF 2 Z4 24 0 8 8 4 4 4 0 4 4 4 4 4 6,0% 16,Z% ,0% 3.9"" 14.3% 11.1% 3.6% 14.3% .0% 5,0"" 6.3% 9.1% 11.1% 8.3% RATING OF 3 5Z 3Z 20 28 8 8 8 8 16 4 4 4 4 12 13.0% ZI.6% 7.9% 13.7% 14,3% 22.Z% 7,7% Z8.6% 16.0% 5.0% 6.3% 9.1% 11.1% 25,0% RA TlNG Of 4 !lZ ZO 72 64 4 4 20 IZ Z4 ZO ZO IZ 4 0 23,0% 13,5% 28.6% 31.4" 7.1% 11.1% 19,2% 42.9% Z4.0% 25.0% 31.3% 27.3% 11.1% .0% VERY Z24 68 156 104 28 ZO 72 4 60 48 3Z 24 24 32 IMPORTANT 56,0% 45.9% 61.9% 51.0% 50,0% 55.6% 69.Z% 14.3% 60.0% 60.0% 50.0% 54.5% 66.7% 66,7% MEAN 4,Z5 3,84 4.49 4,Z9 3.64 4.11 4,54 3.57 4.44 4.30 4.13 4.27 4.33 4.25 H OF" 102 I 2~ 7~ ~~ 155 1.t:! M 92 ,76 1.11 118 97 107 11(\ Table Nwnber: 4 Question 5 Why is (Q4 ANSWER) ;)'ow" fa,'Orite? GENDER AREA INCOME REAJSEDI LESS THAN 510,000 TO 525,000 TO $40,000 TO 575,000 TO 5100,000 OR DOm BASE MAl.E FEMAl.E AREA 1 AREA 2 AREA 3 AREA 4 S10,OOO 524.999 539.999 S74,999 599,999 OVER KNOW BASE 400 148 25Z 204 56 36 104 Z8 100 SO 64 44 36 48 100,0% 100.0% 100.0% 100.0% 100.0% 100,0% 100.0% 100.0% 100.0% 100.0% 100,0% 100.0% 100.0% 100.0% COMMENT 172 84 8ll 7Z 32 Z4 44 4 36 36 16 Z4 Z8 . Z8 CODE 43,0% 56,8% 34.9% 35.3% 57.1% 66.7% 42,3% 14.3% 36.0% 45.0% 25.0% 54.5'l6 77.8'l6 58,396 COMMENT 8ll 16 72 56 8 0 24 4 24 12 24 12 4 8 CODE 22,0% 10.8% 28.6% 27.5'l6 14,3% .0% 23.1'l6 14.3% 24.0% 15.0'l6 37,5% 27.3'l6 11.1'l6 16.7% COMMENT 92 20 72 56 16 0 ZO 12 24 24 16 4 4 8 CODE 23,0% 13.5% 28.6% Z7.5'l6 28,6'l6 .0% 19.2'l6 42.9% 24.0% 30.0% 25.0% 9.1% 11.1'l6 16.7% COMMENT 32 16 16 16 0 8 8 8 8 4 8 4 0 0 CODE 8.0% 10,8% 6.3% 7,8'l6 .0% ZZ.Z% 7.7'l6 28.6'16 8.0% 5.0% 12.5% 9.1'16 .0% .0% COMMENT 8 4 4 4 0 0 4 0 0 4 0 0 0 4 CODE 2,0% 2.796 1.6% 2,0% .0% .0% 3.8'16 .0% .0% 5.0% .0% .0% .0% 8.3'16 OTHER" 8 8 0 0 0 4 4 0 8 0 0 0 0 0 2 l"lI 54"6 0% 0'l6 0% IIt"6 38"6 ,O'l6 80% 0% ,O'l6 ,0% ,0% 0% Sum or pete....,.. mOl' be _or UuIIIOO pm:tIll du.1O mlllliplc RIpOnRJ. "s.. vcrbaim dha: mponots, CJ OLSON MARKET RESEARCH, INC. MINNEAPOLIS, MN 55413 SAMPLE TABLES Table Number: 5 , Question 1 MEANS TABLE GENDER AREA INCOME REFUSED! LESS THAlli S10,OOO TO S25.OOO TO S40,OOO TO S75,OOO TO SI00,ooo OR DON'T flASE MALE FEMALE AREA \ AREA 2 AREA 3 AREA 4 S\O.ooo S24,999 $39.999 S74.1'99 $99,999 OVER KNOW l' ACTOR I MEAN .3,16 2.86 .3..3.3 3,27 2,64 .3,56 3.08 3.29 .3.34 2,95 .3.69 2.64 2.67 3.25 STOEV D.3 1.46 \,2\ 1.29 1.51 \.66 1.08 .90 1.38 1.29 \.\7 1.24 \.43 I..3S fACTOR 2 MEAN 3,30 3,20 3.35 3.37 2.92 .3,56 3,24 3.43 3.2\ 3.\0 .3,94 2.9\ 3.50 3.05 STUEV 1..37 1.47 1.30 1.30 \.5\ \.66 US .92 \042 1.56 \.2\ 1.0\ 1..34 \040 FACTOR 3 MEAN 2.44 2,19 2,59 2.69 1.57 2,()() 2,55 2.57 2,50 2..45 2,94 1.82. 2.,56 2.,08 STOEV 1.40 1.44 1.36 1044 .9\ t.l4 1.40 .92 1.2.6 1.40 \,65 1.2\ 1.86 .96 FACTOR 4 MEAN 2,52 2,6.3 2..46 z.s2 1,9.3 2,56 2.25 3.2.9 2,65 2..15 3.00 2.2.0 2..33 2.25 STOEV 1.33 \,29 \,35 \.24 1.17 1.66 1.3\ .90 1.41 1.20 1.43 1.34 \.5\ .93 FACTOR 5 MEAN 4,21 3.76 4.48 4.37 3,64 4.22 4.\9 4,\4 4.32 . 4.25 4.31 3.9\ 3.78 4.42 ~TI)F.V 11=' 1 ~~ ,57 ,97 , 41 13,:\ 1.05 1.15 I (l9 \,14 105 1.:\:\ \,24 87