In-Person Surveys

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En provenance du cours de University of California, Davis

Quantitative Research

26 notes

University of California, Davis

Quantitative Research

26 notes

Cours 3 sur 4 dans Specialization Market Research

In this course, you will obtain some insights about marketing to help determine whether there is an opportunity that actually exists in the marketplace and whether it is valuable and actionable for your organization or client. Week 1: Assess methods available for creating quantitative surveys, along with their advantages and disadvantages. Identify the type of questions that should be asked and avoid unambiguous survey questions. Week 2: Design, test, and implement a survey by identifying the target audience and maximizing response rates. You will have an opportunity to use Qualtrics, a survey software tool, to launch your own survey. Week 3: Analyze statistical models that can be applied to your marketing data, so that you can make data-driven decisions about your marketing mix. Week 4: Predict most likely outcomes from the marketing decisions and match the type of analysis needed for your business problem. Take Quantitative Research as a standalone course or as part of the Market Research Specialization. You should have equivalent experience to completing the second course in this specialization, Qualitative Research, before taking this course. By completing the third class in the Specialization, you will gain the skills needed to succeed in the full program.

À partir de la leçon

Getting Started and Preparing to Design a Quantitative Survey for Market Research

In this module, you will be able to identify the business objectives and assess the suitability for quantitative research. You will be able to build on qualitative findings to help inform a survey. You will be able to discuss the various types of surveys and take steps to design and implement a survey. You will also be able to recognize and avoid common survey pitfalls.

Introduction to Preparing to Design a Quantitative Survey for Market Research1:46

Identifying Business Objectives4:43

Assessing Suitability of Quantitative Research5:52

Building On Qualitative Findings to Inform a Quantitative Survey4:59

Introduction to Various Types of Quantitative Surveys1:49

Online Surveys4:41

Telephone Surveys4:43

In-Person Surveys4:12

Direct Mail Surveys3:33

Steps to Design and Implement a Survey - Part 17:36

Steps to Design and Implement a Survey - Part 24:54

Recognizing and Avoiding Common Pitfalls6:30

Rencontrer les enseignants

Susan Berman
President, Impact Research
UC Davis Division of Continuing and Professional Education
Olivier Rubel, PhD
Associate Professor, Graduate School of Management
UC Davis

Okay. Let's move on to in-person surveys.

In-person surveys are used for quantitative research if you

want to capture a larger group of people that meet a certain criteria.

Like parents of students in a school district.

Usually, the respondents have living conditions and

personal or private information that may

impact an important change that needs to be made.

The in-person surveys are much more

in-depth in nature than a mail survey or online survey,

and a perfect way to address sensitive information.

These surveys are generally shorter in length since questions can be more complex and

the number of people in your target group will be smaller

than if done by phone, mail or online.

The respondents are often a highly specialized group of respondents.

Also, anyone can approach another person and ask

questions if they are highly skilled at what they do and are cordial.

On the other hand, one bad interviewer can cause people to be

hesitant to answer the questions and skew the results.

The main drawback is that this kind of survey can be

very time consuming both for scheduling them and completing them.

Most in-person interviews are done with

high-end clientele like doctors, lawyers and CEOs.

These people usually require a hefty incentive for participating in the interview.

The norm payment for a high-end respondent is a minimum of $250.

To conduct an in-person survey,

you would want to determine your optimal respondent.

Call them to determine, if, when,

and where they can do the interview.

Get highly-trained interviewers.

Have incentives to pay the respondent of usually $100 or more per interview.

Bill all the specific aspects

into the cost of the interview and get approval from your client.

Determine who would be analyzing the data.

As for the costs involved in the face-to-face surveys,

or the in-person interviews,

you should consider the types of people you are

interviewing and the cost to provide the incentives,

how much time you have to do the interviews and the quality of the interviewers,

the budget you have for doing the interviews and who will be doing the analysis.

As with all surveying methods,

in-person surveys have strengths and weaknesses.

The strengths are that you get high-end personal information that can lead

the interviewee to purchasing your product

even though you are not selling anything to them.

The respondents sometimes ask you about buying

the product and it feels great when you say,

I can pass on your request,

but I'm just the interviewer.

This is just for research.

When I am solidifying a project,

sometimes I inform my client that they will get a soft sell in

person interview because my style makes the respondent feel very comfortable.

And I can get clear objective feedback.

In-person interviews are my expertise.

I actually love to hear people tell

their unique stories and get to know what makes them tick.

In-person interviews are really meant for those who like

a good challenge and for those who like interacting with people.

The key is making everyone who you interview feel important.

The weaknesses are these interviews can take a lot of

time and require highly-skilled interviewers.

The criteria for choosing to deliver your quantitative survey

face-to-face or in-person would be your budget,

your staff, your time allotment,

the type of respondent you want.

In general, the response rate for in-person interviews is the highest in this mode.

It is much more personal than other modes and

there is opportunity to develop a rapport with the respondent.

In-person interviews serve a unique purpose

that the other survey modes don't aim to fill.

It is a unique opportunity to get in-depth information that can be quantifiable.

It can be exhausting to conduct but very rewarding at the same time.

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