Qualitative Marketing Research Methods

A Select Palette of Qualitative Research Tools for Marketing and

Management Sciences

Ahmet Aydemir, Ezgi Merdin, N. Çağla Mutlucan, Zeren Özeralp-Oray, Mina Seraj

Boğaziçi University

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Aim of Study

Discuss less frequently used qualitative methods and how they can add value to marketing and management studies

Comparing selected qualitative research methods based on their strengths and weaknesses

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Qualitative Paradigm

Paradigm shift in managerial sciences Contribution to what, how and why

questions Exploratory approach Increases explanatory power of theory Experiences of subjects, rich data access Validity and reliability issues, sampling Triangulation approach

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Selected Qualitative Methods

Focus Group Interviews

Verbal Protocol Analysis

Cognitive Mapping

Critical Incident Technique

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Research Scope and Objectives

Hypothesis formulation, construct development

Useful for exploratory and developmental phases

Within group homogeneity and between group heterogeneity

Synergy through interaction and strength of collectivity

Critical Incident

Technique

Cognitive Mapping

Verbal Protocol Analysis

Focus Group

Interviews

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Data Collection and Analysis

Cost-effective and time-saving Purposive selection rather than random or

convenience Saturation determines the number of groups Moderator as a critical element Coding transcripts of audio and/or video recording Field notes analysis Online focus groups emerging as a new method

Critical Incident

Technique

Cognitive Mapping

Verbal Protocol Analysis

Focus Group

Interviews

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Research Scope and Objectives

Purpose is to make inferences about the cognitive processes from the verbalizations made on a given task

The goal is to reflect the short-term memory contents and to gain some insights into mental events accurately

Critical Incident

Technique

Cognitive Mapping

Verbal Protocol Analysis

Focus Group Interviews

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Data Collection and Analysis

“Think aloud” method Concurrent vs. retrospective Mediated vs. non-mediated

Critical Incident

Technique

Cognitive Mapping

Verbal Protocol Analysis

Focus Group Interviews

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RETROSPECTIVECONCURRENT

MEDIATED MEDIATEDNON MEDIATED

VPA

NON MEDIATED

Limitations

Subjects can verbalize only conscious thoughts

Nonverbal knowledge is not likely to be reported

Self-presentation issues (social desirability bias)

Time consuming and labor intensive Limited sample size

Critical Incident

Technique

Cognitive Mapping

Verbal Protocol Analysis

Focus Group Interviews

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An Example Study (Isenberg, 1986)

Aim is to understand managerial problem solving process

12 GMs + 3 Students (comparison group) Short business cases Transcripts scored using a 17-category

scheme developed through a pilot study

Critical Incident

Technique

Cognitive Mapping

Verbal Protocol Analysis

Focus Group Interviews

Isenberg , D.J., (1986) “Thinking and Managing: A Verbal Protocol Analysis of Managerial Problem Solving,” Academy of Management Journal, 29, 4, 775-788.10

Research Scope and Objectives

Purpose is to analyze series of psychological transformations by which an individual acquires, codes, stores, recalls, and decodes information

The objective is to represent an understanding of the environment and forces that work within

Critical Incident

Technique

Cognitive Mapping

Verbal Protocol Analysis

Focus Group Interviews

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Data Collection and Analysis

Interviews are used to collect data Content analysis is used in the formulation of

the concepts that form the cognitive maps Cognitive maps formed by

Number of elements in a map (Comprehensiveness)

Number of connections between the elements (Connectedness)

Critical Incident

Technique

Cognitive Mapping

Verbal Protocol Analysis

Focus Group Interviews

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Limitations

Complex and time consuming Not suitable for large samples Subjective interpretation of maps

Critical Incident

Technique

Cognitive Mapping

Verbal Protocol Analysis

Focus Group Interviews

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An Example Study (Calori et al., 1994)

12 French & 14 British companies 24 CEOs, 2 General Managing Directors Open ended interviews Cognitive mapping after content analysis

Comprehensiveness & Connectedness

Critical Incident

Technique

Cognitive Mapping

Verbal Protocol Analysis

Focus Group Interviews

Calori, R.; Johnson, G. & Sarnin, P. (1994), “CEOs’ Cognitive Maps and the Scope of The Organization,” Strategic Management Journal, 15, 437-457.14

Research Scope and Objectives

Exploratory purpose with the aim of answering questions of what, how and why about certain phenomena

Belk (2006) - collecting realistic accounts of the world

Retrieves stories or critical incidents as its main data

The main aim is to reach a classification scheme Based on stories or critical events Emergent common patterns or themes

Critical Incident

Technique

Cognitive Mapping

Verbal Protocol Analysis

Focus Group Interviews

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Data Collection and Analysis

Flexible design that depends on the aims of the researcher (open-ended questions, online short surveys)

Content analysis accompanied by inductive delineation of major groupings within the answers

Quantification (%) to reach more sound categories Two way comparisons and multiple judges

Critical Incident

Technique

Cognitive Mapping

Verbal Protocol Analysis

Focus Group Interviews

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Limitations

Pre-determined and focused technique that allows for collecting only the answers of specific questions

Selective memory bias

Critical Incident

Technique

Cognitive Mapping

Verbal Protocol Analysis

Focus Group Interviews

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An Example Study (Meuter et al., 2000)

The sources of customer satisfaction and dissatisfaction in encounters involving Self Service Technologies (SST)

How satisfying and dissatisfying encounters with SSTs are related to attributions, complaining, word of mouth and repurchase intentions is also analyzed for triangulation purposes

823 incidents collected - a list of resulting categories

Critical Incident

Technique

Cognitive Mapping

Verbal Protocol Analysis

Focus Group Interviews

Meuter, M.L.; Ostrom, A.L.; Roundtree, R.I. and Bitner, M. J. (2000), “Self-Service Technologies: Understanding Customer Satisfaction with Technology-Based Service Encounters,” Journal of Marketing, 64, 50-64.

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Comparative Analysis:Research Scope and Objectives

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Comparative Analysis:Data Collection

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Comparative Analysis:Data Analysis

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Comparative Analysis:Verification of Results

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Conclusion

All methods are exploratory and have rich content

Different application styles Answering what, how and why questions For gaining insight about a phenomenon by

choosing right method for the research purpose

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THANK YOU

For further questions please contact:ezgi.merdin@gmail.com

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