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234 .I PROD INNOV MANAG 1987;4:225-238 But, the general conclusion from this research is clear. Although across all new products KAI scores are not predictive of early purchasers, they are highly predictive for discontinuous prod- ucts. The article (and other sources) give meth- ods for scoring the degree of discontinuity of new items, so new product marketers should be able to determine whether they can or cannot expect high-KAI scores (personality profiles of innova- tiveness) to be the early purchasers. Researching Marketing Problems and Opportunities with Focus Groups, Joe L. Welch, Industrial Marketing Management (1985), pp. 245-253. Focus group research is felt by some (but not all) consumer product developers to be effective for many purposes, including generating ideas, as- sessing ideas, and assessing marketing strategies. This article discusses applying the focus group methodology to industrial markets, where for various reasons the technique has not been a sig- nificant tool. This author feels the focus group is as applicable to the industrial environment as it is to the consumer environment. Therefore, he of- fers a specific procedure, as follows. First, the executive must ask “How will the research findings be utilized? If we uncover cer- tain ideas from the groups, are we in a position to use them?” This is followed by listing the specific objectives for the focus groups, and the commun- ication of these objectives within the working staff. Next, a questionnaire is developed for use in screening potential participants. Next there is in- depth discussion between the executives and the moderator, following which a moderator’s outline is prepared. Participants are then recruited, the discussion groups are convened and conducted, results are analyzed by the moderator and others, and then a research report is written. This sequence of steps raises several issues that the author discusses in detail. One concerns how many focus groups to conduct, the answer to which comes from identifying the number of dis- tinct segments in the target audience, the size and geographical scope of the customer group, the importance of the decisions at stake, and the vari- ABSTRACTS ations that show up in the early groups (keep add- ing groups as long as new ideas are coming up). Identifying the precise group participants is an- other key problem. Mistakes can be costly. As an example, the author reported a case where a fo- cus group of distributors was recruited to discuss how they select what new products to stock; dis- cussion during the first half-hour revealed that the distributors had little input into this decision, and the day was wasted. The selection process in industrial settings is much more difficult than in consumer settings. Job titles are more diverse, job responsibilities are difficult to ascertain, reporting relationships are unclear, product categories are complex, etc. This means that the following steps are necessary to 1. 2. 3. 4. 5. 6. 7. get good focus group participants: Define precise characteristics wanted. Use probing questions to get behind job titles. Provide the research firm with specific names of potential candidates. Ask multiple questions about issues that are very important and potentially confusing. For example, ask candidates to describe the pre- cise products they are now using. Follow-up, and check the work of the research firm doing the recruiting. Avoid having stand-ins and avoid using per- sons who have participated in other focus groups during the previous year. Have participants arrive 1.5minutes early and interview them again. Being sure to have a good moderator is per- haps the single most critical concern. The choice is determined by the moderator’s (1) ability to talk about what is on the agenda, (2) familiarity with the study guidelines, (3) understanding of study objectives, and (4) ability to probe effec- tively during the session. The moderator must be able to steer conversation without squelching or dictating it. The article concludes with a list of 13 recent industrial focus group studies, involving firms as diverse as an aerospace company, an industrial distributor, and a manufacturer of industrial equipment, and topics as diverse as generating new product ideas, determining the best target markets, and developing more functional pack- aging.

Researching marketing problems and opportunities with focus groups

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234 .I PROD INNOV MANAG 1987;4:225-238

But, the general conclusion from this research is clear. Although across all new products KAI scores are not predictive of early purchasers, they are highly predictive for discontinuous prod- ucts. The article (and other sources) give meth- ods for scoring the degree of discontinuity of new items, so new product marketers should be able to determine whether they can or cannot expect high-KAI scores (personality profiles of innova- tiveness) to be the early purchasers.

Researching Marketing Problems and Opportunities with Focus Groups, Joe L. Welch, Industrial Marketing Management (1985), pp. 245-253.

Focus group research is felt by some (but not all) consumer product developers to be effective for many purposes, including generating ideas, as- sessing ideas, and assessing marketing strategies. This article discusses applying the focus group methodology to industrial markets, where for various reasons the technique has not been a sig- nificant tool. This author feels the focus group is as applicable to the industrial environment as it is to the consumer environment. Therefore, he of- fers a specific procedure, as follows.

First, the executive must ask “How will the research findings be utilized? If we uncover cer- tain ideas from the groups, are we in a position to use them?” This is followed by listing the specific objectives for the focus groups, and the commun- ication of these objectives within the working staff.

Next, a questionnaire is developed for use in screening potential participants. Next there is in- depth discussion between the executives and the moderator, following which a moderator’s outline is prepared. Participants are then recruited, the discussion groups are convened and conducted, results are analyzed by the moderator and others, and then a research report is written.

This sequence of steps raises several issues that the author discusses in detail. One concerns how many focus groups to conduct, the answer to which comes from identifying the number of dis- tinct segments in the target audience, the size and geographical scope of the customer group, the importance of the decisions at stake, and the vari-

ABSTRACTS

ations that show up in the early groups (keep add- ing groups as long as new ideas are coming up).

Identifying the precise group participants is an- other key problem. Mistakes can be costly. As an example, the author reported a case where a fo- cus group of distributors was recruited to discuss how they select what new products to stock; dis- cussion during the first half-hour revealed that the distributors had little input into this decision, and the day was wasted.

The selection process in industrial settings is much more difficult than in consumer settings. Job titles are more diverse, job responsibilities are difficult to ascertain, reporting relationships are unclear, product categories are complex, etc. This means that the following steps are necessary to

1. 2. 3.

4.

5.

6.

7.

get good focus group participants:

Define precise characteristics wanted. Use probing questions to get behind job titles. Provide the research firm with specific names of potential candidates. Ask multiple questions about issues that are very important and potentially confusing. For example, ask candidates to describe the pre- cise products they are now using. Follow-up, and check the work of the research firm doing the recruiting. Avoid having stand-ins and avoid using per- sons who have participated in other focus groups during the previous year. Have participants arrive 1.5 minutes early and interview them again.

Being sure to have a good moderator is per- haps the single most critical concern. The choice is determined by the moderator’s (1) ability to talk about what is on the agenda, (2) familiarity with the study guidelines, (3) understanding of study objectives, and (4) ability to probe effec- tively during the session. The moderator must be able to steer conversation without squelching or dictating it.

The article concludes with a list of 13 recent industrial focus group studies, involving firms as diverse as an aerospace company, an industrial distributor, and a manufacturer of industrial equipment, and topics as diverse as generating new product ideas, determining the best target markets, and developing more functional pack- aging.