This document discusses secondary data, qualitative research methods like focus groups, and compares qualitative and quantitative research. It provides advantages and disadvantages of using secondary data and focus groups. Some key points include: Secondary data can help define problems and find solutions cost-effectively, but may lack relevance, availability, or accuracy. Focus groups allow interaction among participants to stimulate new ideas, and provide insights in a shorter time than individual interviews, but require moderation and planning. Qualitative research focuses on understanding perspectives rather than quantification.

1. Marketing
Research
Chapter four and five
Secondary data and
qualitative research
Prepared by
Dr. Ahmed Rageh

2. Learning Objectives
 Understand the advantages and disadvantages
of secondary data.
 Learn the advantages of big data analytics
 Define qualitative research and the difference
between qualitative and quantitative research.
 Learn about focus groups, how to conduct
them, and their advantages and disadvantages.
 Compare other forms of qualitative research
with focus groups.

3. • Secondary data consist of information that has already been
gathered and might be relevant to the problem at hand.
• Primary data, in contrast, are survey, observation, and experiment
data collected to solve a particular problem.
• It is highly unlikely that any marketing research problem is entirely
unique or has never occurred before.
• It also is probable that someone else has investigated the problem
or one similar to it in the past.
• Therefore, secondary data can be a cost-effective and efficient
means of obtaining information for marketing research.
• There are two basic sources of secondary data: the company itself
(internal databases) and other organizations,

4. Advantages of Secondary Data
▪ Secondary data may help to clarify or redefine the problem during
the exploratory research process.
▪ Secondary data may actually provide a solution to the problem.
It is highly unlikely that the problem is unique; there is always the
possibility that someone else has addressed the identical problem or a
very similar one. Thus, the precise information desired may
have been collected, but not for the same purpose.
▪ Secondary data may provide primary data research method
alternatives.

5. • Secondary data may alert the marketing researcher to potential
problems . For example, examination of a study of
anesthesiologists by a researcher planning to conduct a study of
their satisfaction with certain drugs discovered a high refusal
rate in a telephone survey. The researcher had planned to use a
telephone study but instead switched to a mail questionnaire
with a response incentive.
• Secondary data may provide necessary background information
and build credibility for the research report.

6. Limitations of Secondary Data
• Lack of Availability For some research questions, there are simply
no available data.
• Suppose Kraft General Foods wants to evaluate the taste, texture,
and color of three new chocolate. No secondary data exist that
can answer these questions; consumers must try each mix and
then evaluate it.
• If McDonald’s wants to evaluate its image in Egypt, it must gather
primary data.
• If BMW wants to know the reaction of college students to a new
two-seater sports car design, it must show prototypes to the
students and evaluate their opinions.
• Lack of Relevance One study had been conducted in 2001
probably will be no longer relevant in 2018.

7. Inaccuracy There are a number of potential sources of error
when a researcher gathers, codes, analyzes, and presents data.
A few guidelines for determining the accuracy of secondary data
are as follows:
1. Who gathered the data?
2. What was the purpose of the study?
3. What information was collected?
4. When was the information collected? A shopping mall study
that surveyed shoppers only on weekends would not reflect the
opinions of “typical” mall patrons.
A telephone survey conducted from 9:00 a.m. to 5:00 p.m. would
vastly underrepresent working persons.
5. How was the information collected? Were the data collected
by mail, telephone, mobile device, Internet, or personal
interview?
6. Is the information consistent with other information? A lack of
consistency between secondary data sets should dictate caution.

8. Big Data Analytics
• Big data is the accumulation and analysis of massive quantities of
information. One research and consulting firm says that an
organization with five total terabytes of active business data is one
with big data.
• A terabyte is a billion bytes, so a firm would be considered as
working with big data if it had active business data of 5 billion bytes
or more. Big data offers a firm:
• Deeper insights—Rather than looking at market segments,
classifications, groups or other summary-level information, big data
researchers have insights into all the individual, all the products, all
the parts, all the events, and all the transactions.
• Broader insights—Big data analytics takes into account all the data,
structured and unstructured, to understand the complex, evolving,
and interrelated conditions to produce more accurate insights.

9. Qualitative vs Quantitative
Research
Qualitative research is a research whose findings are not
subject to quantification or quantitative analysis.
Quantitative research is a research that uses
mathematical analysis

11. • Focus groups had their beginnings in group therapy used by
psychiatrists. Today, a focus group consists of 8 to 12 participants
who are led by a moderator in an in-depth discussion on one
particular topic or concept. The goal of focus group research is to
learn and understand what people have to say and why. The emphasis
is on getting people to talk at length and in detail about the subject
at hand. The intent is to find out how they feel about a product,
concept, idea, or organization; how it fits into their lives; and their
emotional involvement with it.
• The interaction associated with group dynamics is essential to the
success of focus group research; this interaction is the reason for
conducting research with a group rather than with individuals.

12. • Setting Focus groups are usually held in a focus group facility. The
setting is often a conference room, with a large, one-way mirror built
into one wall. Microphones are placed in an unobtrusive location
(usually the ceiling) to record the discussion.
• Behind the mirror is the viewing room, which holds chairs and note-
taking benches or tables for the clients.
• The viewing room also houses the recording or videotaping
equipment.

14. Participants
• Researchers normally establish criteria for the group
participants.
• For example, if Quaker Oats is researching a new cereal, it
might request as participants mothers who have children
between 7 and 12 years old and who have served cold
cereal, perhaps of a specific brand, in the past three weeks.
• Other focus group recruiters go to where the target market
is to find qualified respondents. This type of recruiting
means going to nursery schools to find moms with kids,
health clubs to find people with active lifestyles, the home
improvement center to find do-it- yourselfers, supermarkets
to find primary food shoppers, and community centers to
find senior citizens.

15. Why do people agree to participate in focus groups? Research
shows that the number one reason is money.
Other motivations, in rank order, are
(2) the topic was interesting,
(3) it was a convenient time,
(4) focus groups are fun,
(5) respondent knew a lot about the product,
(6) curiosity, and
(7) focus groups offer an opportunity to express opinions.

16. A focus group moderator needs two sets of skills.
First, the moderator must be able to conduct a group properly.
Second, he or she must have good business skills in order to effectively
interact with the client. Key guidelines for conducting a focus group
include the following:
▪ Show respect for respondents.
▪ Own the room—clear demonstration of invisible leadership.
▪ Speak clearly and loudly.
▪ Set expectations and gives all the industry disclosures.
▪ Ask short questions and actively listens.
▪ Move things along without rushing.
▪ Avoid “serial interviewing” (interviewing the first person, then the
second, third and so forth).

17. ▪ Show creativity and adaptability in the moment.
▪ Change activities about every 20 minutes.
▪ Move around—do not stay glued to the chair.
▪ Maintain an open body position.
▪ Move from general to specific questions within a topic area.
▪ Create a safe opportunity for diverse opinions.
▪ Work along a logical path showing planning of questions.
▪ Handle both thought leaders and shy respondents with ease.
▪ Miss no opportunity to probe for additional information.

18. • successful focus group requires a well-planned discussion guide. A
discussion guide is a written outline of the topics to be covered during
the session. Usually the moderator generates the guide based on
research objectives and client information needs.
• It serves as a checklist to ensure that all salient topics are covered and
in the proper sequence. The guide tends to lead the discussion through
three stages.
• In the first stage, rapport is established, the rules of group interactions
are explained, and objectives are given.
• In the second stage, the moderator attempts to provoke intensive
discussion.
• The final stage is used for summarizing significant conclusions and
testing the limits of belief and commitment.
• Example of an actual discussion guide for diet breads by a Decision
Analyst moderator.

20. • Focus Group Length Many managers today prefer
shorter (around an hour) focus groups. Yet the average
group today is still about 90 minutes. Although shorter
groups may be the trend, there is much to be said for
longer focus groups.
• A longer group means two hours or longer. A long
group helps managers get more things done in a single
session, and it also allows the respondents to get
more involved, participate in more time-consuming
tasks, and interact more extensively.

21. Advantages of Focus Groups
• The interactions among respondents can stimulate new ideas
and thoughts that might not arise during one-on-one
interviews.
• Energetic interactions among respondents will provide
firsthand information to in a shorter amount of time and in a
more interesting way than will individual interviews.
• Another advantage focus groups offer is the opportunity to
observe customers or prospects from behind a one-way mirror,
video feed, or online.
• Another advantage of focus groups is that they can be
executed more quickly than many other research techniques.
In addition, findings from groups tend to be easier to
understand and to have a compelling immediacy and
excitement.

22. Disadvantages of Focus Groups
• One disadvantage relates to the focus group process. For
example, focus group recruiting may be a problem if the type
of person recruited is not the right person.
• The greatest potential for distortion is during the group
interview itself. As a participant in the social interaction. The
moderator’s style may contribute to bias. For example, an
aggressive, confronting style may lead respondents to say
whatever they think the moderator wants them to say, to
avoid attack.
• Respondents also can be a problem. Some individuals are
simply introverted and do not like to speak out in group
settings. Other people may attempt to dominate the
discussion. These are people who know it all—or think they
do—and answer every question first, without giving others a
chance to speak.

23. Other Qualitative Methodologies
• Depth interviews are relatively unstructured one-on-one interviews.
The interviewer is thoroughly trained in the skill of probing and
eliciting detailed answers to each question.
• The direction of a depth interview is guided by the responses of the
interviewee. As the interview unfolds, the interviewer thoroughly
probes each answer and uses the replies as a basis for further
questioning.
• For example, a depth interview might begin with a discussion of
snack foods. The interviewer might follow each answer with “Can
you tell me more?” “Would you elaborate on that?” or “Is that all?”
The interviewer might then move into the pros and cons of various
ingredients, such as corn, wheat, and potatoes. The next phase
could delve into the sociability of the snack food. Are Fritos, for
example, more commonly eaten alone or in a crowd? …..

24. The advantages of depth interviews are as follows:
1. The longer time devoted to individual respondents
encourages the revelation of new information.
2. Respondents can be probed at length to reveal the feelings
and motivations that underlie statements.
3. A singular viewpoint can be obtained from a respondent
without influence from others.
4. The interview can be conducted anywhere.
5. If the topic is highly sensitive (e.g., serious illnesses), use of
DIs is indicated. Subjects that are highly personal (e.g.,
bankruptcy) or very detailed (e.g., divorce decrees) are best
probed deeply with DIs.
6. A great deal of what we communicate is nonverbal, such as
facial and body expressions, and voice tone and inflection.
Even a simple phrase like, “That’s Great,” can have multiple
meanings. Is the speaker being sincere or using sarcasm?

25. The disadvantages of depth interviews are as follows:
1. The total cost of depth interviews can be more
expensive than focus groups.
2. It is difficult to convince most interviewees to sit
through multiple hours of depth interviews.
3. Interviewers sometimes need to conduct more than
one interview to cover many issues which can be
physically exhausting.

26. Projective Techniques
The origins of projective techniques lie in the field of clinical
psychology. In essence, the objective of any
projective test is to delve below surface responses to obtain
true feelings, meanings, and motivations.
The rationale behind projective tests comes from the
knowledge that people are often reluctant or unable to reveal
their deepest feelings.
In some instances, they are unaware of those feelings because
of psychological defense mechanisms.
Projective tests are techniques for penetrating a person’s
defense mechanisms to allow true feelings and attitudes to
emerge.

27. Why is projection important?
Consumers (or doctors, voters, managers, or whomever we are
studying) may not tell us everything that influences them. Three
obstacles stand in the way:
1. Respondents may be unconscious or unaware of a particular
influence.
2. They may be aware of an influence, but feel it is too personal or
socially undesirable to admit (e.g., prestige image or racial bias).
3. They may be aware that they perceive a product a particular
way, but they may not bother to mention this because, in their
view, it is not a logical, rational reason for buying or not buying the
product.
Some doctors, for example, are adamant that what they
prescribe has nothing to do with the sound of a drug’s name or the
attractiveness of the manufacturer’s logo, and is based solely on
decision-making factors such as research findings,
clinical experience, and patient compliance.

28. The most common forms of projective techniques used in
marketing research are word association tests, sentence
completion tests, cartoon tests, photo sorts, consumer
drawings, storytelling, and third-person techniques.
Word Association Tests are among the most practical and
effective projective tools for marketing researchers. An
interviewer reads a word to a respondent and asks him or her to
mention the first thing that comes to mind.
Usually, the individual will respond with a synonym or an antonym.
The words are read in quick succession to avoid allowing time for
defense mechanisms to come into play. If the respondent fails to
answer within three seconds, some emotional involvement with the
word is assumed.
Word association tests are used to select brand names, advertising
campaign themes, and slogans. For example, a cosmetic
manufacturer might ask consumers to respond to the
following words as potential names for a new perfume: infinity,
encounter, flame, desire, precious. One of these words or a
synonym suggested by respondents might then be selected as the
brand name.

29. Analogies Slightly different from word associations, analogies
draw a comparison between two items in terms of their
similarities.
For example, a researcher investigating consumers’
perceptions of Ford automobiles may ask: “I’m going to read you
a list of stores, and then I’d like you to tell me which of these is
most similar to Ford cars. If possible, try to give the first answer
that comes to mind. The stores are: Nike, H&M, Zara, Factory
shop, Adiddas …etc.” As a follow-up, the researcher would then
ask: “What is it about [Store X] that is most similar to Ford cars?

30. Personification A technique similar to analogies, personification
involves drawing a comparison between a product and a person.
To continue with the example from above, the researcher might
say, “Think about the Ford brand, and imagine it were a person.
Who would this brand be? How would you describe this person?
What personality characteristics would this person have? In what
ways do you associate this person with the brand?”
During this type of exercise, the researcher should encourage the
participant to discuss such things as the person’s values, beliefs,
goals, lifestyle, appearance, age, occupation, socioeconomic
status, hobbies, and interests.
All of these can speak volumes about the respondent’s attitudes
toward the brand and can go significantly beyond the output of
standard lines of questioning.

31. Sentence Completion Tests can
be used in conjunction with word association tests. The
respondent is furnished with an incomplete story or
group of sentences and asked to complete it.
A few examples of incomplete
sentences follow:
1. Starbucks is . . .
2. The people who buy from Starbucks are . . .
3. Starbucks should really . . .
4. I don’t understand why Starbucks doesn’t . . .

32. Cartoon Tests The typical cartoon test consists of two
characters with balloons, similar to those seen in comic books;
one balloon is filled with dialogue, and the other balloon is
blank . The respondent is asked to fill in the blank balloon.