Chapter FiveExploratory Research Designs: In-depth Interviews and Focus Groups

Learning ObjectivesIdentify the fundamental differences between qualitative and quantitative research methods and explain their appropriateness in creating useful managerial informationDescribe and explain two popular qualitative techniques used in gathering primary data

Learning ObjectivesExplain the basic pros and cons of using qualitative methods of developing data structuresExplain what focus groups are, the importance of a moderator and how the resulting data are transformed into information

IntroductionIf secondary data sources are not sufficient, the researcher must then decide on the appropriate research design to generate primary dataThe researcher must consider the research objectives and specific data requirementsDecide which research design best fits those objectives and requirementsChose either an exploratory, descriptive or causal research designPHASE II:Design the researchStep 3:

IntroductionPHASE II:Design the researchExploratory research designUndertaken when objectives focus on gaining background information, defining terms and establishing research prioritiesDescriptive research designUndertaken when objectives focus on describing and measuring marketing phenomena at a particular point in timeCausal research designUndertaken when objectives focus on determining causality in relationships between marketing factors and the phenomena of interest and testing if-then statements about the constructs under investigationStep 3:

Phase II: Select the Research DesignExploratory ResearchThe need for exploratory researchOften required in research designs, both before and after other research designs are appliedExploratory research designs may include:Focus group interviews, experience surveys and pilot studies, to classify problems or opportunitiesA multiple design approach, where both qualitative and quantitative methods are used to collect dataSee Exhibit 5.1, page 114PHASE II:Design the researchStep 3:

Phase II: Select the Research DesignExploratory ResearchPHASE II:Design the researchQuantitative research methods:Place heavy emphasis on formalised, standardised questions and predetermined response options in questionnairesQualitative research methods:Place heavy emphasis on open-ended, semi-structured and even unstructured questions in questionnaires or face-to-face interviewsStep 3:

Differences between Qualitative and Quantitative Research Designs

Differences between Qualitative and Quantitative Research Designs (continued)

When to Use Qualitative Research Methods in Exploratory DesignsIn the process of correctly identifying a business problem or opportunity situation or establishing information requirementsInterested in obtaining some preliminary insights into the motivational, emotional, attitudinal and personality factors that influence marketplace behavioursIn the process of building theories and models to explain marketplace behaviours or relationships between two or more marketing constructs

Attempting to develop reliable and valid scale measurements for investigating specific market factors, consumer qualities (e.g. attitudes, emotional feelings, preferences, beliefs, perceptions) and behavioural outcomesTrying to determine the preliminary effectiveness of their marketing strategies on actual marketplace behavioursInterested in new-product or service development or repositioning current product imagesQualitative research methods are appropriate when decision makers or researchers are:

Major Advantages and Disadvantages of Qualitative MethodsEconomical and timely data collectionRichness of the dataAccuracy of recording marketplace behavioursPreliminary insights into building models and scale measurementsLack of generalisabilityInability to distinguish small differencesLack of reliability and validityDifficulty finding well-trained investigators, interviewers and observers

Questioning Techniques in Qualitative Research

Questioning Techniques in Qualitative Research (continued)

In-depth InterviewsMain Research ObjectivesTo discover preliminary insights of what the subject thinks or believes about the topic of concern or why the subject exhibits certain behavioursTo obtain unrestricted and detailed comments that include feelings, beliefs, or opinions that can help better understand the different elements of the subjects thoughts and the reasons why they existTo have the respondent communicate as much detail as possible about his or her knowledge and behaviour towards a given topic or objectSkills requiredInterpersonal communication skillsListening skillsInterpretative skillsPersonality suitability

In-depth InterviewsTo discover preliminary insights of what the subject thinks or believes about the topic of concern or why the subject exhibits certain behavioursTo obtain unrestricted and detailed comments that include feelings, beliefs, or opinions that can help better understand the different elements of the subjects thoughts and the reasons why they existTo have the respondent communicate as much detail as possible about his or her knowledge and behaviour towards a given topic or objectSkills requiredInterpersonal communication skillsListening skillsInterpretative skillsPersonality suitability

Advantages and Disadvantages of In-depth InterviewsFlexibility to collect data on activities and behaviour patterns, and attitudes, motivations and feelingsLarge amount of detailed data possibleThe possibility to probe the respondent furtherLack of generalisabilityInability to distinguish small differencesLack of reliability and validityPotential for biases to emergePotential interviewer errorsCosts and time

Focus GroupsTo generate new ideas about products, services, or delivery methodsTo discover new constructs and measurement methodsTo help explain changing consumer preferencesTo identify specific hidden information requirementsTo provide data for better understanding the results from other quantitative survey studies.To reveal consumers hidden needs, wants, attitudes, feelings, behaviours, perceptions and motives regarding services, products, or practicesTo provide data for defining and redefining marketing problems

Conducting Focus Group InterviewsThis is the most critical phase. Researchers must have an understanding of the purpose of the study, a precise definition of the problem and specific data requirementsKey decisions focus on who the appropriate participants would be:How to select and recruit respondents What size the focus group should beWhere to have the sessions

Focus Group ParticipantsCentral factors in the selection processPotential group dynamicsWillingness of members to engage in dialogueGroup should be homogeneous enough to encourage comfort and discourage socially acceptable responses, while allowing enough variation to allow for contrasting opinions

Focus Group ParticipantsParticipant selection1 Specify exact selection criteria2 Maintain control of the selection process3 Beware of potential selection bias4 Incorporate randomisation 5 Check respondents knowledge and experience6 Keep in mind that no process is perfect

Focus Group ParticipantsParticipant sampling1 Randomisation is not a primary factor in selection2 Participant credibility is a key factor

Participant recruitment1 Crucial to secure the prospective participants commitment2 Highlight to participant that views are important3 Be specific regarding attendance details

See Exhibit 5.9, page 131

Focus Group Size, Incentives, Number and Location

Conducting Focus Group InterviewsOne of the key players in this phase is the focus group moderator. To ensure a successful interactive session, the moderators role and pertinent characteristics must be clearly understood by everyone involvedA necessary activity in this phase is the development of a moderators guide that outlines the topics, questions and sub-questions that will be used in the session The actual focus group session should be structured with beginning, main and closing sections

The Focus Group ModeratorThe important traits to consider in the selection of a moderator for the focus group session:The person must be well-trained in interpersonal communications and have excellent listening, observation and interpretive skillsThe moderator must display professional mannerisms and personality, have a good memory for names, create positive group dynamics and a comfort zone for spontaneous and interactive dialogueThe moderator must be comfortable and familiar with group dynamics and processes, and must be able to exercise mild, unobtrusive control over participants

The Focus Group ModeratorThe moderator must have good understanding and background knowledge of the specified topics and questions, and the ability to guide the participants from one topic to the next The person must be well-trained in asking follow-up probing questions, and must demonstrate respect and sensitivity for the participants and their expressed opinions and feelingsThe moderator must be able to communicate clearly and precisely both in writing and verbally, and must be objective, self-disciplined and focusedThe person should exhibit a friendly, courteous, enthusiastic and adaptive personality, along with a sense of humour

The Focus Group Moderator

The person should be experienced in focus group researchThe moderator must have a quick mind capable of noting new ideas that come from the groupThe moderator must know how and when to bring closure to one topic and move the discussion to the nextThe moderator should prepare and follow a detailed moderators guide

The Focus Group SessionStages include:The session beginningMake participants feel comfortable, complete consent forms, outline ground rules, participant introductionsThe main sessionIntroduce the topics, apply probing techniques as necessary, ensure that critical questions are addressedThe session closingPresent ending questions, summarise main points, debrief, appreciation and arrangements for incentivesSee A closer look, page 135

Conducting Focus Group InterviewsAfter the actual session is completed and if the sponsoring clients representatives are present, the researcher should conduct a debriefing analysis with all the key players involved to compare notesThe researcher should conduct a content analysis on the data obtained from the participants during the interviewing session and write a formal report that communicates the findings. Key to the researcher for this phase is to remember:Who will be the reading audienceThe purpose of the reportThe nature of reporting the results as well as an appropriate report style format

How To Analyse a Focus Group

How To Analyse a Focus Group

How To Analyse a Focus Group

How To Analyse a Focus Group

Format of the ReportTypically should be in narrative style

Advantages and Disadvantages of Focus GroupsStimulate new ideas, thoughts and feelings about a topicFoster understanding of why people act or behave in certain market situationsAllow for client participationElicit wide-ranging customer responsesBring together hard-to-reach groupsLow generalisability of resultsQuestionable reliability of resultsSubjectivity of interpretationHigh cost per participant

Advancing Technology and Focus Groups Online focus groups allow for: Quicker turn-around times for data acquisitionQuicker turn-around times for transcript productionLess bias on the part of moderators and participantsMore moderator controlEasy access for participants, moderators and the client

There are a number of potential sources of error in any analysis of qualitative data. First, the moderator and client may see or hear what really isnt present in the discussion. Or, they may fail to see and hear what is present when it occurs. When comparing these two errors its clear that the second is the most troubling for a decision-maker. With #1 you can always shoot the messenger and shout: The researcher was wrong! With #2, however, the decision-maker and the research team pass up what could amount to a significant opportunity by missing something that was there all the while.There are a number of potential sources of error in any analysis of qualitative data. First, the moderator and client may see or hear what really isnt present in the discussion. Or, they may fail to see and hear what is present when it occurs. When comparing these two errors its clear that the second is the most troubling for a decision-maker. With #1 you can always shoot the messenger and shout: The researcher was wrong! With #2, however, the decision-maker and the research team pass up what could amount to a significant opportunity by missing something that was there all the while.There are a number of potential sources of error in any analysis of qualitative data. First, the moderator and client may see or hear what really isnt present in the discussion. Or, they may fail to see and hear what is present when it occurs. When comparing these two errors its clear that the second is the most troubling for a decision-maker. With #1 you can always shoot the messenger and shout: The researcher was wrong! With #2, however, the decision-maker and the research team pass up what could amount to a significant opportunity by missing something that was there all the while.There are a number of potential sources of error in any analysis of qualitative data. First, the moderator and client may see or hear what really isnt present in the discussion. Or, they may fail to see and hear what is present when it occurs. When comparing these two errors its clear that the second is the most troubling for a decision-maker. With #1 you can always shoot the messenger and shout: The researcher was wrong! With #2, however, the decision-maker and the research team pass up what could amount to a significant opportunity by missing something that was there all the while.