Everyone wants their own DBIR. The ubiquitous annual report from Verizon is one of the most widely known and cited cybersecurity reports, spawning headlines and conversations as soon as it’s released.
Original research is indeed one of your best bets for attracting media attention and fueling content that customers and prospects respond to. It can spur prospects to action, serve as the foundation for months of content and outreach, and earn you a reputation as the go-to source for the data you specialize in.
If you do it right.
One of the biggest mistakes I see when companies release research is that they simply collect a list of data points. Data alone is not always obviously interesting, especially when it’s not markedly different from what everyone else is reporting. Even if you have a really interesting number, it will be less meaningful without context. Without juxtaposition. Without a story.
The strength of your original research lies in your ability to explain what the data means and what readers should do about it. Throwing statistics at someone is more likely to confuse them than move them to action.
But if you can show the real-world implications of those numbers, how they’ve changed over time, and what they mean for decisions your audience needs to make, you can turn abstract numbers into relevant and memorable insights.
The most effective research starts with clear goals and potential storylines in mind. But the sometimes difficult work of storytelling really begins when you have the data in hand. Even if the results aren’t what you expected, you can still find some narrative threads worth pulling. You might just have to dig a little.
Here are some questions I always ask when sifting through data and writing research reports for clients:
1. What is the most counterintuitive finding?
What data challenges accepted wisdom or best practices? What problems are less of a problem than many think? What problems are more of a problem?
Show the data to your experts and ask them what most surprises them. If you can find data that upends expectations, you’re almost always on to something.
2. Where are the contradictions?
This one works especially well for surveys — line up different data points and look for disconnects in the answers.
For example, is there a gap between what respondents say they value and what they’re actually doing? Do respondents say they’re prioritizing a strategy, but their budget is allocated elsewhere?
3. How does the data compare to previous years?
One of the reasons the DBIR has become so revered is that it’s been published for 17 years. It takes time to establish that kind of relevance — keep going. And keep asking the same questions for at least part of your survey or data gathering.
That way, every time you collect data, you have the number itself as well as a trend line that will take shape over several iterations of the report. Numbers are more meaningful in context, and when you can show the direction of a trend, the data becomes more compelling.
4. How does the data connect to industry news and trends?
This is one where your PR team can help. You’ll need to understand the many storylines at play in both trade and business media and see if there’s a way for your data to advance those stories, turn them in a new direction, or support a hypothesis. When you find the right alignment, you’ll have a ready-made story for your data to play into.
5. What is everyone else reporting about this topic?
The last thing you want is to publish the same numbers as your competitors. Look at their reports and identify where they come up short or don’t dig deep enough. You can find opportunities to take a different approach, or frame the results differently, especially if they’re just publishing pages of numbers without context or story.
6. What is most timely?
If you want media coverage, the success or failure of a story can come down to timing. If you have data that might appeal to specific outlets or reporters, keep in mind you’ll need to give them at least two weeks to review and digest the information, and exclusives can go a long way toward securing coverage.
Make sure your planned publication date doesn’t conflict with other research or land at the wrong time of the year. If media show interest, think about how you might build on that success timing-wise — does an annual report make the most sense, or would publishing a quarterly or even monthly update be well received?
Original research deserves a role in your marketing and PR strategy. But don’t just publish numbers. Explain what the numbers mean and why they matter. Translate the data into insight and action. Find and tell a story.