Question 1

How should we prevent score-chasing and survey-begging behaviors?

Accepted Answer

Preventing score-chasing and "survey begging" (urging customers to give high scores) starts with shifting your organization's mindset from chasing ratings to genuinely improving experiences. You want employees to see feedback as a tool for learning, not just a number to hit. One effective approach is to stop tying individual rewards so tightly to metrics like NPS or satisfaction scores--instead, reward teams for improvements over time or positive customer comments, which encourages them to focus on service rather than pleading for a 10/10. It also helps to educate staff and managers on why honest feedback is important, so they understand that a slightly lower score with useful criticism is more valuable than an artificially inflated score. From a process standpoint, keep surveys anonymous and assure customers their responses won't hurt the person who served them; this reduces the chance that employees will try to intervene. By aligning incentives with actual customer care and making it safe to receive constructive feedback, you create an environment where high scores are achieved through genuine effort, not arm-twisting.

Question 2

How should we recruit silent attritors without biasing journey insights?

Accepted Answer

To learn from "silent attritors" (customers who leave quietly), fold them into your normal feedback collection instead of singling them out, so their insights emerge naturally alongside other customers' feedback. For example, in your next customer survey or interview round, include a segment of recently inactive users as if they're just part of the sample, asking the same questions you'd ask any customer about their experience and needs. This way, silent attritors can reveal why they disengaged in response to neutral, open-ended questions (e.g., "How has your experience with our service been? Any suggestions?") rather than feeling interrogated with a pointed "Why did you stop using us?" survey. By comparing their responses to those of active customers, patterns will emerge — perhaps attritors cite lacking features or poor follow-up as reasons for drifting away, whereas active users do not. The key is that you approached them as part of the routine, yielding a genuine read on where the customer journey failed some people. As a result, you can identify how to win them or others like them back without biasing the insights by treating them too differently.

Question 3

Why is inclusive recruitment still hard for assistive technology users?

Accepted Answer

Including people who use assistive technology in research remains challenging because of both outreach gaps and accessibility barriers in the research process. This audience can be harder to reach through standard recruitment channels; there may be fewer users of a given assistive device, and they often form tight-knit communities that general panels or mailing lists don't cover. Moreover, the recruitment and study materials themselves aren't always accessible: if a sign-up form or survey isn't designed for screen readers or alternative input devices, people with disabilities might be unable to participate even if they're interested. Trust is another factor. Some assistive tech users have been overlooked or misrepresented in past studies, making them hesitant to engage without assurances that the research will accommodate their needs. Improving this situation requires extra effort, like partnering with disability advocacy groups, ensuring all materials are accessible, and allowing flexible participation methods. Many organizations are still catching up on these inclusive practices, which is why it continues to be difficult.

Question 4

Which innovation risks matter most to executives: speed, cost, or fit?

Accepted Answer

Executives tend to worry most about strategic or market fit when weighing innovation risks — if an idea doesn't address a real customer need or align with company strategy, speed and cost won't save it. All three factors (speed, cost, and fit) matter, but fit often comes first. Leaders want to ensure the innovation is the right thing to pursue; if that's shaky, the project is high risk no matter how fast or affordable it is. Speed is typically the next concern. In fast-moving markets, a slow rollout can mean missing the opportunity or losing first-mover advantage, so delays are a big worry. Cost is certainly watched as well — executives have budgets to manage — but they might tolerate overruns if the strategic payoff is clear and timing is right. In short, fit is usually the make-or-break factor (building the right thing), followed by speed (launching at the right time), then cost (staying within a sensible budget). If the innovation isn't a good fit, hitting deadlines or budgets won't matter in the end.

Question 5

What new tactics keep mobile diary participants engaged beyond day three?

Accepted Answer

To keep participants engaged in a mobile diary study beyond the first few days, introduce variety and incentives that rekindle their interest around day three. For example, add an unexpected interactive task mid-study--ask them to upload a quick photo or video related to the diary topic--which can make the exercise feel fresh again. Gamification elements help too: small rewards or fun badges for completing entries each day can motivate continued involvement. Some researchers even introduce a surprise incentive or mini-contest on day 3 (like a bonus reward for the most thoughtful entry) to reignite commitment. Personalization is another tactic; sending a brief, encouraging feedback message (e.g., "We loved your insight from yesterday!") reminds participants their input is valued. The key is to break the monotony and show appreciation, so people remain enthusiastic and don't drop off as the diary progresses.

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Market Research FAQs with Expert Insights

How should we prevent score-chasing and survey-begging behaviors?

How should we recruit silent attritors without biasing journey insights?

Why is inclusive recruitment still hard for assistive technology users?

Which innovation risks matter most to executives: speed, cost, or fit?

What new tactics keep mobile diary participants engaged beyond day three?