Account PlanningAccount Planners strive to answer the question of "how advertising works." Combining the merits of quantitative and qualitative research, Account Planners attempt to discover what the key to connecting with consumers and inspiring them to respond. More than just researchers, Account Planners are responsible for finding out behavioral patterns and the reasons behind them. Explaining urges and tendencies help advertisers understand what is an effective approach to take with particular audiences. Asking "why" seems to be the best way to get at the root of these answers. Focus groups are arranged, questionnaires are written, all to figure out "why?".Quantitative research has been defined as research which provides information to which numbers can be applied. This objective research gives nothing to creatives in terms of ideas and understanding in how to communicate. Marketing needs used to end at the quantitative level. Mass marketing offered one kind of soft drink for the thirsty, one kind of television for families, and one kind of car for drivers. This method of mass marketing no longer has a place in modern advertising. Modern marketing solutions concentrate on more specific segments of the population, thus offering one hotel room for the traveling businessman, one hotel for the economic family, one hotel for the honeymooners, etc. This segmentation has sparked a need for research at the qualitative level. It is this qualitative research that provides for more creativity within the advertising strategy. Account Planners use qualitative information to learn what motivates consumers to prefer certain brands over others. Account Planners must extrapolate from quantitative data and look for meaning from which to draw broad yet consistent conclusions about purposes, aspirations, emotions, feelings and intentions, all of which affect motivation. The need for account planners emerged at the onset of the need for qualitative information. Suspicions that may arise in creatives toward research is due to the nature of research itself. As account planners revolutionize "objective truth," or quantitative research to make room for "subjective insight," or qualitative research, creatives are left wondering if the research results are accurate. For example there are several specific concerns related to performing qualitative research. Regarding surveys and focus groups, there is a large discrepancy between what consumers say and what they do. For example, price is usually a source of consumer dissatisfaction, however it is not a significant factor in a customer's decision to switch to another brand. This clearly demonstrates that natural assumptions that may seem to follow research result are often inaccurate. There are many elements of "customer enthusiasm" that come into a consumer's mind. That is to say, customers subconsciously and consciously consider many factors. It is impossible to expect a company to consider all of them, especially considering these factors may vary from person to person. Some minute, seemingly insignificant issue that was completely overlooked by the survey could greatly impact a consumer's decision to buy a product, or significantly impact their attitude toward a brand. Another major factor is that stated customer preferences may be disconnected from behavior. A consumer may like to think that he is value conscious, and may say he is when questioned, however his behavior may actually reveal that this is not the case. Another interesting point is that even well done, exact research can misfire. The creative brief that may result from accurate and thorough research can still very easily mislead the creative team. 
Jon Steel has a wonderful example of this phenomenon in his book, "Truth, Lies, and Advertising." After spending weeks observing and absorbing the life of teenage video gamers, "a clear picture emerged of the video game world that was the exclusive preserve of kids and teens." Goodby, Berlin & Silverstein account planners realized the importance these games played in the lives of these kids. The account planners understood that there was a secret world into which kids could retreat and reign sovereign. Building an entire campaign around this central theme, the account planners felt as if they had triumphed once again. However the kids thought it sucked. It was too condescending, irrelevant and wannabe. It looked like adults made it. Despite on-target research results and interpretations, creative execution can still fall short. Account Planners cannot simply interpret research results to get into the minds of the consumer. Account planners need to know more than just thoughts and feelings and opinions. They have to understand what that means in terms of a creative execution that will excel.
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