How talking to just 12 “real people” opened up a universe of business opportunity
Of the eight months I recently spent crafting brand strategy for a consumer technology client, two days stand out as by far the most valuable: the days I interviewed “real people” – gen pop tech users.
Just 12 interviews with U.S. homeowners yielded revelatory insights that moved the messaging from good to great. While surveys had told us what people know they want from their home technology, actually speaking with them unearthed a value proposition that would surprise and delight them.
It’s easy to under-estimate the importance of qualitative research because the results aren’t statistically significant; quant is an easier sell to the cerebrum. And quant is critically important as a baseline. But the difference between echoing what quant will tell you audiences want – versus providing them with unexpected and exciting messages based on insights from real conversations – can be the difference between white noise and category leadership.
While popular culture tends to diss qualitative research (“focus groups are rigged”) asking your audience about their challenges and preferences is very much an act of respect. And when your company’s communications are interesting and useful, the value flows back to your brand.
“Note to cerebrum: statistics aren’t the point of qual.”
An investment of less than $3K for our recent recruit yielded 12 hours of great video conversations and, ultimately, a unique positioning that simply wasn't foreseeable from within the four walls of the marketing department.
Maybe that’s surprising given that we spoke to only 12 homeowners out of more than 100 million wifi-using households in the U.S. That’s statistically as unreliable as you can get. But, note to cerebrum: Statistics aren’t the point of qual.
If your cerebrum is standing between you and connecting in this way with your audiences, here some data points that can help resolve the cognitive dissonance:
The alternative to talking to a small sample of people is talking to none. Yes, per the above, you can and should survey your audience for a baseline understanding. But to explore ideas and connect the dots between your offering and peoples’ actual lives requires real human interaction. To understand how people think and feel, you need to hear their voices and see their faces. So it’s important to talk to people – and twelve is a lot more than zero.
A well-crafted recruit will ensure you’re pinpointing relevant folks. Your screener should reflect the bullseye of your target audience on filters like household income, purchase stage, and product usage. On criteria that don’t directly relate, it’s best to find a well-rounded mix. Recruits should also pass an articulation test so it’s clear they can communicate well.
Consistency is reliable. People have very different opinions on topics like, say, who should be president. But on many topics – say, the family refrigerator, or the benefits of working from home – the spread will be narrower. The learnings are in the patterns that emerge. If no clear patterns emerge, you may need to narrow the parameters of your recruit or you may have introduced a topic people don’t know or care much about. Which may turn out to be the answer to your question.
You can, and should, replace any duds. If an interviewee isn’t providing sufficient answers, you can end the interview with a thanks and have them replaced. I discovered recently that one interviewee wasn’t actually in the market for the product we were discussing – she had lied on the screener. I ended the interview, told the recruiter, and they ate the cost. They also removed her from their database. It’s on your recruiter to find useful subjects that don’t waste your time and money.
Face-to-face research is one thing I’ve never regretted in nearly 20 years as a creative and brand strategist. This is a perfect time for all good cerebrums to get in line!
