The secrets of customer research
The art of asking indirect questions
The art of asking indirect questions
Once I worked with a restaurant chain. Our goal was to help it get back to growth with a new strategy — the chain had been losing customers, revenue, and profit for several quarters in a row. When we only began working, I asked the team members how they collected any data concerning customers’ needs, desires, or impressions. They showed me a long questionnaire they used to inquire about customers’ opinions. It contained many questions (too many, to my mind), including the ones that seemed to me rather odd, such as follows:
1. Did you like the music in the restaurant?
2. Did you like the color of the walls?
3. Did you like the cleanness of the restrooms?
Maybe in some particular cases, answers to such questions can be valuable, but in general, customers rarely pay attention to such details as walls’ color or music — so long as it’s not too noisy. They either enjoy the atmosphere as a whole or not. They seldom break their enjoyment or disappointment down to precise details. It’s a complicated task for the brain, but it is not practical.
Only few people will confess that they didn’t notice them — or didn’t care
But the problem is that if you ask them about music or walls, they will answer you anyway. Only few people will confess that they didn’t notice them — or didn’t care. If somebody is asked a question, it subconsciously turns their mind into what I call “an expert mode,” motivating them to give any answer, even if they have to make it up on the spot. Remember how many virologists appeared on social media in 2020. So, if you keep asking such questions, you will collect a lot of incorrect data that will lead you astray.
Don’t ask questions
I have already written that customer research can be used not only for a product development process. Customers are a source of inspiration. But we must not ask them what they want — the answers will be even less valuable than the restaurant visitors’ opinions about music. Moreover, we shouldn’t start with asking questions at all.
When we ask somebody, and they answer, we don’t withdraw the data from their minds, which is an illusion. Information is not stored in our brains in a verbal form. When we need to say something or reply to a question, we have to code it into words. As you may have known, a great deal of information is always lost on the way. We are not all Ciceros — do you remember when you realized that your thoughts were much richer than what you said, but you didn’t have enough words to express them?
Even one potential customer can prompt us with dozens of ideas.
Then, when the words are ready to set off, mental and psychological filters turn on. Our minds try to decide what we should say (and in which form) and what we shouldn’t. We are programmed by nature to try to make a good impression on others — that’s what we are. So, when asked, people too often say what they think they must. Such psychological biases may be balanced by the number of people surveyed, but when it comes to strategy, we don’t need many answers. Even one potential customer can prompt us with dozens of ideas.
So, instead of asking questions, try to observe as carefully as possible. Don’t ask what people think — try to see what they do. People’s actions are the best reflections of their thoughts and beliefs, distilled from their ability to put thoughts into words and any biases.
Ask your customers, current or potential, to give you access to the whole process of interacting with a product — from the initial desire to have it or a need to solve a problem to the after-sales service. Try to identify all the obstacles they face and moments of joy or satisfaction they have. Removing impediments and reinforcing pleasure can become valuable strategic initiatives.
instead of asking for an opinion, try to ask about facts
Indirect questions
Asking questions is also useful, but you should avoid direct questions such as “How and where would you like to buy this product?” or “Why do you like this particular solution?”. Doing so, we also switch their minds to the “expert mode.” So, it is much better to rely on indirect questions, such as follows:
- What emotions did you feel while choosing between products?
- What irritated you most?
- What solution did you like?
- What was your first thought when you saw a product?
So, instead of asking for an opinion, try to ask about facts and emotions. Your respondents’ answers will also be biased but to a lesser degree. For instance, if you ask a customer why he didn’t buy a product, he may answer that he was “outraged” by the high price. His negative emotions are a fact, and this is valuable information. But if you ask him why he was angered, he may say, for example, that the problem of social inequality was the reason. It may be the true reason, and it may not be. It is possible that he just couldn’t afford it.
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