Survey research is often used to ‘quantify’ an executive’s gut feeling. This is one of consumer and B2B marketing research’s primary functions, and certainly one that it excels at. With that said it is still possible to go down a path that provides accurate data that answers the wrong questions.

After a recent shopping experience at a nationwide department store, I was curious if they had conducted research prior to a major policy shift. This question was amplified by news reports that the retailer has seen declining sales and profitability. The chain recently terminated its new president in part because of declining numbers. Historically the retailer used periodic sales events and couponing to drive their numbers, but had shifted that focus to an ‘everyday low price’ model.

One would assume that such a move would be precipitated with at least one round of quantitative and qualitative research. Equally important would be ongoing research after the shift to assess its impacts upon loyalty, customer satisfaction and share of wallet.

If research was conducted my concern is that they failed to query their loyal customers. Such a radical shift in marketing strategy has the potential to alienate this key segment. If the company was hoping to draw customers away from other retailers, then it would appear they missed their mark with segment as well. Now the retailer finds itself in a hole struggling to develop effective customer retention strategies.

The lesson here for all marketers is in today’s economy major shifts in policy open the door for competitors to siphon away loyal customers and their share of spend. This type of strategic realignment may appear to be the right thing to do in the minds of the CFO or Wall Street, but chances are slim that it will resonate with those that actually spend their paycheck at the store. As market researchers it is our role to voice the customer’s concerns before these shifts are put into motion.