Digital music streaming has never been the same until Spotify intervened and developed a new model of operating. Everyday people would gravitate to this app, allowing them to create unique playlists, tap into new tracks and albums that were trending, and explore podcasts and audio stories that spoke to their interests.

Swedish founders Daniel Ek and Martin Lorentzon began this journey in 2006, going on to create an $8 billion enterprise with 300 million users around the globe. It would be an invention that was geared towards an on-demand music service, empowering customers to download, browse and share their favorite artists, tracks, albums and podcasts in a secure format.

Although they have been the target of criticism from Radiohead front man Thom Yorke and pop superstar Taylor Swift for their financial distribution model towards artists, their empire continues to grow. Amid a number of factors that play a key role with their success, it is the intervention of research data and analytics that informs decision making at all levels of the business.

A clever method that Spotify would embrace was allowing their hub of artists to study the metrics for themselves. This is where managers and musicians would be able to trace what types of music was trending, which albums were successful and how much of a particular song would be consumed from start to finish. Although this would not directly influence the artistic process, it would allow these professionals to highlight certain tracks and market themselves in a fashion that was appealing to the wider online music community.

One of the essential connections that drives Spotify and their relationship to research data is customizing the user experience. Sometimes the individual does not want to listen back the same playlist that they created last month. They want something new – they want something fresh. The algorithm will take into account what has been played, what has been repeated and what has been searched, informing these unique packages that are identified on the home screen.

A benefit that Spotify realizes early in the piece is that customization allows them to push new singles and albums from artists that followers love to listen to. This is where the ‘Discover’ and ‘Release Radar’ features come into their own, connecting a customer with a new piece of material they might otherwise miss. That cycle to promote new material increases sales and the incentive to do business with Spotify as an artist.

It has been a challenge that exists for streaming services across the globe, whether they are in the music or television business – how to receive user data on mass rather than just those who pay for the service outright. In order for Spotify to take advantage of that model, they had to engage a free user platform that gave them more information to work with. A free download and free product with certain restrictions would give the Swedish app that level of access.

Targeted advertisements is where Spotify really leverages their research data capabilities for commercial gain. Businesses don’t want to simply throw money at an app that is popular because they desire cut-through with their campaigns. In this setting, they could utilise intrinsic sets of data that detailed consumer interests and behaviors that targeted select groups of users.

Spotify might have had conservative estimations and humble objectives early in the piece, but they have since utilized their research capabilities to open new doors that are taking their organization to new heights. The acquisition of blockchain startup Mediachain Lans with the AI service Niland indicate an aggressive push to enhance the experience for the user, the artist and commercial affiliates alike.

Organizations that manage to tap into the power of surveys discover a whole host of new information at their fingertips. It is a direct and straightforward design that allows people to provide their feedback and for brands to use that data for their own purposes. They might feel like an inconvenience when they are foisted on unsuspecting customers, but for others who volunteer their opinion, it becomes a centerpiece for an enterprise to improve and remain versatile.

Although there can be some debate about how surveys are crafted for research purposes, they can be customized to reach a range of different design formats. This will present surveys that are geared towards market research, brand awareness, exit interviews, job satisfaction, employee satisfaction or customer satisfaction among many others. Then there is the actual design of the presentation, offering outlets a chance to engage cross-sectional studies, longitudinal studies or sample studies that is more random by nature. It is a decision that requires consideration by businesses, giving them the chance to acquire data through selected events or to get a general feel for public or commercial response.

One of the key drivers that make surveys an effective analytical tool for brands is that the results are purely objective for the hierarchy. They will be able to read the responses that are provided to them by dozens, hundreds or thousands of participants and identify where a consensus or trend is heading. It will either confirm established notions from the outset or challenge perceptions. Rarely will there be middle ground in this context because the data will speak for itself, devoid of any political interference from outside voices.

The voluntary and anonymous approach to surveys ensures accurate information at the back end for the operator. No one has to put their name to the online form or the sheet of paper, allowing them to fill out the questionnaire in a safe and secure environment. There are cases where emails and notifications are sent to customers who will decide to leave their feedback to the business. Then there are in-house surveys that are looking to improve with their responsibilities to human resources. Individuals can step forward in this context and offer unfiltered information without fear of favor.

Thanks to the advent of digital technologies, surveys can be sent, saved and leveraged at minimal costs for businesses in the modern era. There is a series of different programs in this field that can be crated for free or at minimal cost, allowing HR department heads and owners to attract more participation without blowing the budget. Cost will always be at the forefront for companies who have to account for every dollar, but this is a research exercise that will be easily managed from a financial standpoint.

If time pressure is in play with organizations who need to test the water and get a feel for public sentiment for in-house company performance, then surveys can be quickly executed and assessed. A quick text message, email or social media message can point participants in the right direction, saving the data in real time before users have tangibles returns inside a few minutes. That is a major selling point when comparing the survey method against other research endeavors that can take days, weeks and months to execute.

There will always be outlets who decide that surveys are not the right approach for them in this context. They will look at qualitative assessments, prospective surveillance and program data as a method to gauge performance and understand behavior. However, many of the top brands will embrace the survey given the benefits that are clearly on show, whether they are world-class search engine performers in Google or small businesses at a local level hoping to leverage better information.