JCTC Partners with Code Louisville To Offer Free Credit Hours

Date: July 11, 2017 | iqsresearch | News | Comments Off on JCTC Partners with Code Louisville To Offer Free Credit Hours

For the past three years, IQS Research has been a proud research and evaluation partner for the Code Louisville initiative. We’re excited to see them teaming up with JCTC to provide college credit for their students who are becoming developers!

See below for the original article from WFPL News.

“Jefferson Community & Technical College and Code Louisville students can earn credits toward a certificate or degree, thanks to a new partnership announced Tuesday.

Students who complete a free 12-week Code Louisville course will earn three credit hours toward a certificate or degree in Computer and Information Technology at JCTC.

Former JCTC and Code Louisville students who’ve completed their programs are eligible. Margot McGowen is director of Title III, a JCTC project to boost student success. She said students are showing a lot of interest in the project.

“It’s very motivating for them to know that they can come from what they’ve experienced at Code Louisville with those skills, transfer it into Jefferson, be assigned the academic credit and end up with an actual credential in as little as two classes at Jefferson,” McGowen said.

More than 500 students have graduated Code Louisville since its inception, and more than 100 earned new jobs or advanced at their current jobs, according to data from Code Louisville.

Louisville Mayor Greg Fischer praised the partnership Tuesday, pressing Louisville’s need for web development.

“Web development is one of our high-growth, high-demand sectors, providing jobs with a future that you can support a family on,” Fischer said in a news release. “In an increasingly competitive job market, this partnership gives Louisville students more accessibility to securing a career in software development.”

More information can be found here.”

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5 Things Your B2B Customers Want You to Know

Date: June 1, 2012 | Shawn Herbig | News | Comments Off on 5 Things Your B2B Customers Want You to Know

After hundreds of in-depth studies over several years around business to business relationships in all sizes of companies, IQS


Research has extensive understanding about what constitutes successful B2B relationships, which ensures your business keeps its clients for a good long time. Here are the five things to keep in mind when evaluating and prioritizing your relationships with your business customers and vendors.

  1. Relationship is important. Although they don’t have to be friendships, per se, business and vendor relationships can and should be “friendly.” They want to know that you understand their needs, that you take a vested interest in them, and that they can count on you. They greatly value the thought that you’ll be there for them or when you recognize their voices when you talk on the phone.
  2. Your performance impacts their reputation. This is a big one. If a marketing manager asks you to design and print her company’s brochures for an important campaign, and they’re not done in time or they look awful, that will greatly impact his reputation with his customers, possibly making him look incompetent or unreliable. His reputation is damaged because of your performance. On the flip side, you can also make her shine, which is one of the goals of a good B2B relationship.
  3. Know what’s important to them. Details matter, and to know that their needs are first and foremost in your mind reduces stress and heightens confidence. Always making sure the details are covered, even as simple as making sure office furniture is delivered without scratches and that their floors are protected when you deliver speaks volumes to how valuable you think they are.
  4. They appreciate proactiveness. B2B customers want to be understood, and they want you to be proactive around that understanding. It’s not enough you just know who they are and what they do. When you know, for example, that an event is coming up and you can make suggestions to make it go more smoothly, even if it does not benefit you directly will make them more confident in your relationship. They want to know you’ve got their back.
  5. The B2B relationship should last a lifetime. This type of relationship tends to be based on loyalty. Because of this, you don’t want your customers to think in terms of getting a transaction completed, and you moving on to the next job, forgetting all about them. B2B relationships are longer term, more stable, and relationship-based and need to go both ways with flexibility and consideration.
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5 Things Your Employees Want You to Know

Date: May 24, 2012 | Shawn Herbig | News | Comments Off on 5 Things Your Employees Want You to Know

One of the areas of research we do at IQS is employee satisfaction and employee engagement and research to assess the organization’s processes and culture. Over the years we have garnered a few insights that might help you understand and better serve your staff.

WASHINGTON, DC - OCTOBER 20:  U.S. Labor Secre...

First and foremost, all employees want to do a good job. Everyone defines this a bit differently, and each person has individual abilities, limitations, and potential. But when they walk into the door, they want you to know this fact—all start at this same base line of wanting to succeed.

Second, employees need a clear, consistent message. Senior leadership teams and managers often lose sight of the importance of the continuity and integrity of the message or direction they communicate. Employees constantly watch and look for direction from both immediate supervisors as well as senior leadership. At all levels of management, it’s their job to communicate the company message consistently and often. Employees require consistent direction and open dialog about where the company is headed. When this belief is absent or inconsistent, it creates uncertainty and that’s a big problem.

Third, employees want to be informed. Every research study we and other professional market research companies have done around the employee/employer space shines a harsh light on one specific and often glaring issue: communication.

Employees are hungry for information, and there always seems to be a shortage of it in the workplace. And they want meat, not garnish. Newsletters about birthdays and community events are fine, but feeding your staff significant, job-affecting information is something that will empower them to be more effective in their work..

But of course, on the flip side, the constant barrage of emails and memos from every far corner of the company can have quite the opposite effect, especially when they convey nothing of importance. Effectiveness of the message and the delivery method is key.

Coworkers are another important workplace issue. When a company is moving forward and has strong leadership and message, employees feel this and respond by working harder. But they want to work harder alongside their coworkers. Most people are usually fine working some overtime, but when they stay till 7 every night and everyone else is gone by 5, it can cause a great deal of resentment. It’s also a sign that the work is not distributed evenly. Fairness is one aspect here, but management seeing clearly is vital to find the right balance.

Fifth and finally, recognition is a big deal. Many companies struggle with this. For one reason, it means different things to different people. In one employee study we conducted, an insightful employee said, “Paychecks pay the bills, but recognition pays the heart.” You can’t have emotional bankruptcy any more than you can have financial bankruptcy within your employee base. Everyone wants to be compensated fairly, but they also want to be recognized. And it doesn’t have to be a big ceremony, just a pat on the back by management or senior leadership as well as from coworkers can cause a delight factor that carries employees through the rough times.

Every work situation is unique but employees are people too. They want to have their needs fulfilled and be listened to and respected. While these 5 items won’t fix every situation, they will give you a head start over your competition.

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Market Research-Defining Customer Wants, Needs, and Desires Through the Kano Model

Date: May 22, 2012 | Shawn Herbig | News | Comments Off on Market Research-Defining Customer Wants, Needs, and Desires Through the Kano Model

Customer satisfaction…the pinnacle of all business goals. Market research shows when customers are satisfied or even delighted, then you can bank on return business and word-of-mouth recommendations.

The Kano Model is a way to measure customer satisfaction from a scientific perspective, because it puts customers’ expectations into an understandable model that can help you understand what is truly making a difference. It’s an effective market research model.

The Kano Model comprises three basic tenets: Basic Features, Performance Features, and Delight Features.

The Basic Feature concept includes items where if you do something absolutely perfectly, you impart no satisfaction into the equation, you don’t make people happy, and you get no customer satisfaction “credit” for it…but if you do something even slightly imperfectly, then you make your customers very unhappy..

For example, if someone orders an unsweetened ice tea in your restaurant, and that’s exactly what the person gets, then you get no benefit from it. They expected iced tea, they got iced tea. There is very little opportunity to delight the customer in this interaction. But if the tea is sour, or she gets sweetened tea instead, or maybe it’s warm…then that imparts significant dissatisfaction.

Next are the Performance Features, which are wholly linear. The better you do something, the more the satisfaction you earn; the worse you do or provide, the more dissatisfaction occurs. Most things you think of fall onto this type of analysis.

Back to the restaurant example, if the customer expects the risotto to be good, and it is, fine. But if it’s really good, then satisfaction increases. And if it’s horrible and nearly crunchy, then dissatisfaction dominates. Or if portion size is bigger than the customer expects, then you get points; if it’s tiny, you lose points. It’s pretty simple: do something well, satisfaction goes up, do something poorly, it goes down when you have a performance feature.

Delight Features are the coolest ones. These are less common and fleeting. They can’t count against you but have the potential to greatly benefit your business. There aren’t a lot of Delight Features, and they can quickly become Basic Features because when you overuse them or competitors take on the idea, which doesn’t add satisfaction.

A good example of a Delight Feature is a free dessert at a restaurant. Even if the customer didn’t really want a dessert, he’s delighted that it’s being offered, and even if it’s not the dessert the customer wanted, you still get bonus satisfaction points for surprising the customer (surprise has to be a factor in a Delight Feature). When you provide a Delight Feature, even if you do it incorrectly, you get credit for trying, and you impart satisfaction.

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Why Companies Shouldn’t Do Their Own Research

Date: May 10, 2012 | Shawn Herbig | News | Comments Off on Why Companies Shouldn’t Do Their Own Research

Mathematical Analysis

Companies are notoriously bad at doing their own research. Even if they truly understand how to design a survey instrument, conduct the data collections, perform the mathematical analysis and compile the findings, they still have to account for numerous pitfalls along the way that will make the data inaccurate and the conclusions misleading.

Let’s say your company president decides the company is going to have a town hall-style meeting, because he wants to know why sales numbers have been dropping over the last three quarters. You know exactly why the sales team hasn’t been performing, and it has directly to do with the president’s decision to put a certain consultant in a pivotal position who really doesn’t understand the business process and has been causing no end of trouble. But the president is putting all his eggs in this consultant’s basket and believes she is going to revolutionize the company.

So what do you do? Should you be honest and tell him just what the problem is? Or are you more concerned with keeping the peace so you can keep your job? Just how difficult is it to be honest?

This difficulty is part of why companies shouldn’t do their own market research. There’s the intimidation factor at being honest with people you know. It’s one thing if a complete stranger is asking for your employees’ critiques. Then they get to be anonymous and protect themselves. But it’s quite another when their boss, or boss’ boss, or even a colleague is asking directly.

The emotional factor rises high here…employees can be scared away from brutal but vital honesty because of the fear of stepping on the wrong toes or being pegged a troublemaker. This is where a neutral third-party anonymous questioner is beneficial. They can protect and account for that emotional, fearful reaction, and you can be sure that you are getting unadulterated input.

The other side of that situation is the “friendship factor.” If clients and vendors are the sources of information, especially when they’re being asked by members of the company, there’s really no motivation to say anything that might rock the boat. If there is a problem that’s somewhat manageable, maybe they don’t want to get anyone in trouble or hurt a contact’s feelings because of their personal/professional relationships.

Again, in this case, a professional market research team can help the company get the whole truth and work around the fear factors that exist. This lets management get the crucial information they really need to make the best decisions.

Including getting rid of the incompetent consultant.

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