November Web Survey Newsletter
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Surveys Don't Have to be Dull ... Do They?
By: CM Arnold

Surveys Don't Have to be Dull Some people believe boring surveys (Read: all surveys) should be banned. However, not all surveys need to be boring and unengaging.
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Postponing Questions: The Give & Take of Writing Surveys
By: Sherrie Mersdorf

Rarely is just one person writing survey questions, often there's a design by committee approach. But what do you do with questions that just don't make the cut?
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Getting the Most Out of Your Survey
By: Greg Timpany

Getting the Most Out of Your Survey To maximize the value of survey research, we have to be confident the questions we choose are both efficient and effective.
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Psychographic Marketing is Serious Business
By: CM Arnold

Often when we hear about market research, we hear about demographic studies; however, marketers depend on much more than just knowing consumers' ages or annual salaries. Consumers' personalities, or their psychographic makeup, play a large role in their buying habits.
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Keeping Survey Projects on Course
By: Greg Timpany

Keeping Survey Projects on Course There isn't a researcher currently in the business who hasn't had to face scope creep and question creep. It's bound to happen when multiple parties are involved, but there are a few trade secrets to help stay on track.
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The Trouble with Net Promoter Scores
By: Sherrie Mersdorf

A lot of time is spent praising the Net Promoter Score (NPS) as the end all, be all of customer satisfaction measurement. NPS is a great approach to measuring customer loyalty, but it isn't a one-size-fits all measurement method.
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Thoughts on Survey Incentives
By: Greg Timpany

Thoughts on Survey Incentives Everyday someone is trying to influence a behavior. As survey researchers, we try to convince others to give up their time. Incentives are one of the big sticks in the arsenal of driving response.
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Cvent Featured on Front Page of the Washington Post Business Section

Cvent CEO and Founder, Reggie Aggarwal, was recently profiled in the Washington Post. The story highlights how Aggarwal pulled Cvent through the dot-com meltdown to become a $50 million-plus business today, with 675 employees and 94 straight months of profitability. A key driver of this rebound was a dedicated management team that got back to basics by focusing on building a strong product, servicing customers and investing in employees.
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