qualitative research

Using ethnography to get at the truth

One of the biggest challenges in market research is making sure people are telling us the truth. Beyond intentional lying, people frequently don’t realize they’re not telling the truth. For example, people think they always make decisions based on logic only (and they don’t). And they over-estimate how “virtuous” they will be, whether it comes to eating or saving or variety of other activities.

 We have a variety of ways to get around that problem. One favorite: asking people what other people think or say or do – not them. Another is ethnographic research: observing people’s behavior in real life, whether at home or at work or while shopping. This type of research helps us learn more about customers and prospects: we get to see what they really do, including the things that contradict what they say they do. And we can more fully understand the context of how our product or service fits into their lives.

There are many examples of how ethnographic research has helped companies:

  • IKEA combines home visits with qualitative interviews and quantitative surveys to develop their Life at Home report which helps inform product development and communication strategy.
  • Google researchers observed how people navigate unfamiliar areas to inform the intuitive design of Google Maps.
  • The dripless cap was invented after researchers saw people had a roll of paper towels next to their detergent containers and learned it was there to clean up the drips that always happened.

While ethnography can clearly help with product development, note the IKEA example above: their in-home research also provides a deeper understanding of their customers and their needs, which can help develop more effective marketing strategy.

One problem with ethnography: the “observer effect.” People may change their behavior because they know they’re being observed. That’s why I advocate combining qualitative interviewing with ethnographic research. As a researcher, rather than remaining silent and telling people to do what they normally do, I have a conversation with them so they can be more comfortable and not feel judged.

For example, when I was conducting in-home and in-store research about how parents buy food for their children, I noticed one mom who talked about buying healthy food… but I saw a lot of junk food in the pantry!Mom must have known we could see that, so rather than ignoring it, I gently probed “you know, many of the people we talk to mention the desire to eat healthy, but they still have a lot of snacks like these. Tell me about that.” My comment about the other people we talked to enabled mom to not feel judged and then we could talk about the trade-offs between healthy and unhealthy snacks, which was very valuable to our client as they developed messaging and packaging for their products.

Let’s discuss how to find out what truly motivates your customers. Email me at info at bureauwest.com.

Sources: “Companies That Use Ethnographic Research: Success Stories,” Insight7; “IKEA Life at Home,” IKEA; Bureau West research

Posted on by Jay Zaltzman

Using humor in research

My friend and colleague Tom Rich just wrote a great article about how using humor can improve the results of focus groups and interviews. It’s a point worth emphasizing. When people participate in qualitative research, they are speaking to a person or people they don’t know and they’re not sure what to expect. As a result, they are less likely to be candid and may tend toward “politically correct” responses to questions.

Humor helps participants feel more comfortable. It makes the conversation feel more casual and less “official.” If the moderator makes a self-deprecating joke, it implies that he or she isn’t perfect – and the participants aren’t expected to be perfect, either. For example, Tom like to joke that the session is being recorded because “I’m too lazy to take notes.”

However, humor is not a tool that should be used lightly (if you’ll excuse the pun!). It’s important to remember that the goal is to put participants at ease, not for the moderator to be seen as a great comedian. I’ve often said that we moderators need to emulate Pat Sajak from Wheel of Fortune when it comes to humor – his jokes were always completely bland and inoffensive. We don’t want to run the risk of offending our participants… that would be counter-productive!

For example, I used to frequently make a joke when asking about people’s lives along the lines of “you guys don’t have any stress in your lives, do you?” Everyone would laugh, because – of course – everyone feels like their lives are stressful nowadays. But one day when I was conducting focus groups in a suburban location in Tennessee, I made that joke and I saw a momentary flash of anger. I immediately smoothed things over saying something about how everyone’s lives are so stressful and the moment passed. Upon reflection, I realized that I was in a small town in Tennessee with a New York accent and business casual clothing that looked different than what the participants were wearing. For a moment, they thought I was looking down at them thinking their lives were simpler than mine. I’m sure Pat Sajak would not have made that mistake!

Let’s figure out what your customers really think. Email me at info at bureauwest.com.

Sources: “Using Humor to Improve Conversation,” Thomas Rich, July 17, 2024; Bureau West Research

Posted on by Jay Zaltzman

Using AI for better research

While people are wondering what potential AI holds for the future, many of us are seeing benefits right now, especially when it comes to our work lives.  That’s certainly the case in the market research field.  AI has enabled us to streamline the process of finding research participants, it can help with discussion guides and moderation, and it has significantly improved report-writing capabilities.

But before we get to conducting the research, AI can help make sure we are asking the right questions of the right people. Think of AI as an opportunity to discuss your client’s research question with an expert in that specific field… actually, not one expert, but an aggregation of experts!

For example, a client recently came to us looking to understand the potential appeal of a new product in the jewelry category. They wanted to know if people would be interested in the product, which customer segments would be most interested, how they go about shopping, and how they would most likely find out about the product.

We needed some background about the category in order to decide whom to recruit and what to ask them. So I turned to AI and asked the following:

    • Act as an expert on the U.S. jewelry business. Provide an in-depth analysis of the industry, focusing on the mid-range pricing tier. Your analysis should cover the following aspects:
    • Provide a detailed description of how the jewelry category operates in the U.S., including key characteristics and market structure.
    • Focus specifically on the mid-range pricing tier. Discuss the types of jewelry typically found in this range and the defining features that differentiate this tier from budget and luxury categories.
    • Analyze the different segments of customers within the mid-range tier. Pay special attention to purchasing behavior, particularly the distinctions between customers buying for themselves and those buying as gifts.
    • Identify and explain the current trends impacting the mid-range jewelry market. Include insights on consumer preferences, popular styles, and emerging materials or technologies.
    • Explore the various business models within the mid-range jewelry market. Discuss the roles of brick-and-mortar stores, online retailers, and hybrid approaches.
    • Provide examples of key players in the mid-range jewelry market. Highlight a few prominent brands or retailers, and discuss their market strategies and positioning.

    I received a great, detailed analysis. I then followed up with questions regarding the specific product idea, as well as the typical steps in the customer journey. The input helped us design the research to make sure we were spending our client’s research dollars in the most effective way possible.

    How did I learn to write that kind of prompt? A lot has been said about prompt writing (for example, this information from OpenAI), but I also want to credit my friend and colleague Robin Algaze who spearheads an AI Community of Practice at Ignite 360 that leverages generative AI to enhance team productivity and elevate output. She provided the following template for AI prompts, which is a great starting point:

    • Act as a [specific role with expertise in the subject].
    • I need a [precise description of the deliverable].
    • You will [clearly defined task with a singular goal].
    • In the process, you should [step-by-step details or important considerations].
    • Please avoid [clear exclusions, sensitive topics, or undesired approaches].
    • Present the final result in [appropriate format for the content].
    • Here is an example [relevant and clear example to illustrate the request].

    I encourage everyone to experiment with AI prompts. The more you do it, the more you’ll find ways in which AI can benefit you!

    How can we help you conduct more effective research? Email me at info bureauwest.com and let’s discuss!

    Sources: “Prompt Engineering,” OpenAI; Robin Algaze, Ignite 360

    Posted on by Jay Zaltzman

    Getting accurate answers to research questions

    I’m excited to have been chosen as one of the industry experts presenting the Qualitative Research Consultants Association (QRCA) course series “From Start to Finish: Managing Qualitative Research with Confidence.”  I will be presenting the training on best practices for developing/evaluating discussion guides.

    Discussion guides are where the rubber meets the road when it comes to getting accurate answers to research questions.  Some clients may not realize that simply asking the research questions in order of importance usually will not get us accurate answers.  Some reasons for this:   

    • People might initially feel uncomfortable when talking to a stranger.
    • If we start by asking about specific ideas, we might bias people, and then we don’t get an accurate read about their general thoughts and feelings.
    • People have a tendency to tell us what they think they should say, rather than what they really think.

    For example, imagine a company developing a new luxury travel product.  Their main objectives are to find out if the product appeals to their target audience, if the cost seems reasonable, and how they feel about specific elements of the offering.  If we were to conduct focus groups where we started by presenting a description of the product, we would run the risk of receiving inaccurate input.

    Instead, I would recommend starting with a general discussion about how participants approach travel.  This would help people feel comfortable, and they would realize that the others in the group are people who have similar travel experiences (so, for example, they wouldn’t need to worry about seeming arrogant in front someone who is more interested in budget travel).

    Then we would want to understand how people make the purchase decision for a luxury travel product like the one being researched.  We know that people think they make their decisions completely rationally, by weighing the benefits versus the price, but we also know that’s not the case: emotional factors play an important role in the decision.  So we might utilize projective techniques to get at that emotional aspect (for example, have them imagine two friends discussing this potential purchase and write down what each of them says; then write what each of them is really thinking).

    Only after that would we actually expose the concept of the new product.  We might ask participants to write down their initial responses (to get their gut reaction before they hear others’ reactions).  When we discuss the concept, we might encourage participants to have conversations with each other, where one likes the concept and one doesn’t and ask them to persuade each other.  While some people worry about the group dynamic in focus groups, these kinds of conversations happen in the real world all the time; by listening in, we can learn what elements are likely to sway people in favor of our concept and what issues might need to be addressed.

    Those are just some examples; I encourage you to sign up for the course for a more detailed look.

    And before I go, one more tip: I like to include a final question in the discussion guide, asking participants to write a postcard to the company with their advice to the CEO on the topic discussed.  This is an opportunity for any final thoughts, and also lets people express any thoughts they might not have been comfortable saying out loud.

    How can you get accurate answers to your research questions?  Email me at info at bureauwest.com and let’s discuss!

    Posted on by Jay Zaltzman