Question 1

What kinds of expertise are professionals willing to share with researchers?

Accepted Answer

Most professionals are willing to share broad expertise and industry knowledge with researchers, especially when questions respect boundaries around confidential information. They'll often discuss general best practices, emerging trends, and challenges in their field, as well as personal experiences that led to insights. For instance, a tech manager might explain how they approach a common problem or evaluate solutions, without revealing their company's proprietary strategy. Professionals also tend to share opinions on what works or doesn't in the market and unmet needs they observe. The key is trust: if researchers clearly state the purpose and ensure anonymity or confidentiality, experts usually open up about their know-how and lessons learned. Avoid pressing for trade secrets, and you'll find most are eager to contribute their perspective to support the research.

Question 2

How do faster resolutions affect NPS, retention, and complaints?

Accepted Answer

Faster customer issue resolution tends to boost Net Promoter Scores (NPS) and retention while reducing repeat complaints. When problems are resolved on the first contact or with minimal delay, customers feel their time is respected — they respond with higher satisfaction and loyalty. In practice, a customer who gets help immediately is more likely to become a promoter, whereas slow service can turn them into a detractor, dragging NPS down. Quick, effective fixes also mean customers have fewer reasons to switch, so retention improves, and minor issues don't fester into multiple complaints. The caveat is that speed shouldn't sacrifice quality: a rushed but incomplete fix can backfire, so the goal is fast yet thorough resolutions to truly increase loyalty.

Question 3

How can research uncover gaps between executive strategy and employees?

Accepted Answer

Research can reveal disconnects between leadership's strategic vision and what employees experience or believe day-to-day. The key is to gather perspectives from both sides and compare them. For example, a survey or set of interviews might ask executives and employees about the same strategic priorities or recent changes. If executives think a goal is clearly understood but many employees report confusion or different priorities, you've pinpointed a gap. Focus groups or anonymous feedback tools can also surface areas where frontline reality diverges from the intended strategy. Often leadership overestimates alignment — research provides concrete evidence to spark a constructive conversation about bridging those gaps. By systematically contrasting these viewpoints, insights reveal misalignments so leaders can address them through better communication, training, or even adjusting the strategy.

Question 4

How can we harmonize understanding of journey moments across cultures?

Accepted Answer

Start by establishing a common journey framework, then involve local insights to fill in cultural nuances so everyone interprets each stage the same way. In practice, this could mean defining universal stages or "moments" in the customer journey (like awareness, consideration, purchase, post-purchase) and then working with teams or consumers in each region to understand how those moments play out locally. For example, the "research and consideration" phase might involve reading online reviews globally, but in some cultures it also heavily relies on word-of-mouth from family - you'd capture that detail in the local version of the journey. Through workshops or comparative research, you gather these differences and adjust terminology or add sub-stages so that the core journey map is consistent but still reflects each culture's reality. The result is a harmonized understanding: everyone shares the same big-picture journey model, but with annotations or guidelines that translate each moment appropriately across markets, ensuring true apples-to-apples alignment.

Question 5

How should we capture total cost, not price, in choice tasks?

Accepted Answer

In choice-based exercises, present the total cost of each option--not just the sticker price--to ensure respondents weigh realistic trade-offs. This means incorporating all relevant expenses into the choice scenario, such as maintenance, subscription fees, or usage costs over time, rather than a single upfront price. For example, if comparing service plans, you might display the full annual cost of each plan (monthly fee times twelve, plus any extras) so participants consider what they'll actually spend. Emphasizing cumulative cost avoids a common pitfall: options that look cheap initially but end up more expensive in the long run. By capturing total cost of ownership in the task design, you get more accurate insights into true price sensitivity and value perceptions.

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Market Research FAQs with Expert Insights

What kinds of expertise are professionals willing to share with researchers?

How do faster resolutions affect NPS, retention, and complaints?

How can research uncover gaps between executive strategy and employees?

How can we harmonize understanding of journey moments across cultures?

How should we capture total cost, not price, in choice tasks?