A. Types of Interviews

There are many types of interviews. Each type of interview structure provides opportunities and restrictions for the discussion outline. The more intimate interviews encourages open discussion of the respondents' confidential information. However, it does not allow for the interchange of opinions as does group interviews.

1. Personal Interviews

Generally for exploratory research personal interviews on site are prerferred. They allow for more intimate discussions as well as on-site inspection of the respondents' operation. Personal interviews are usually one-on-one or two-on-one with the additional person acting as "host". Typically the host is the salesperson who already knows the respondent.

2. Group Interviews

Group interviews are done with larger groups of respondents. The Focus Group is the best known technique. In Focus Groups a number of unrelated respondents, usually on the same level from different companies, participate in a discussion on key points. The Development Conference typically involves several people from the same respondent firm meeting with a number of development people. Development Conferences are generally done under confidentiality agreements.

Telephone interviews have become popular, however, they limit the exchange of information and documents. This limits the types of information and demonstrations that can be used. Furthermore, while there is some cost savings, there is a great loss in the inability to see the operations involved.

B. Designing the Discovery Process

The process of uncovering information is a multiple staged activity. Several or even many interviews will be necessary to elicit the information desired.

1. Evolving Information

During the earlier interviews usually misconceptions need to be corrected and a better though still vague view of the market should emerge. Later interviews clarifies issues and provides a view of the range of variation. Selecting the order of interviews is, therefore, important. You want the earlier interviews to give general information. Since critical questions and issues may arise during the process, you may wish save the most important interviews to the end of the process.

2. Bootstrapping

An extreme case of this is bootstrapping where the researcher knows little about the market and industry. Often these interviews are "cold" where there is no accompanying salesperson or expert. The early interviews in this process are for general information. Little substantive information is obtain during these early interviews. The discussion outline in these cases evolve dramatically as the process proceeds.

3. Prioritizing Respondents

Market knowledge reflects the ability of the respondent to teach the structure of the market beyond that of the particular business. This is a measure of the confidence to generalize the information obtained.

The relationship reflects the openness of the respondent and the willingness to obtain later clarification. This is important if an early interview is being used since it may be useful to go back for clarification.

Priority is the importance of the interview. This reflects the importance of the firm as a customer or market leader.

C. Length of Interview

On-site interviews are usually limited to one hour plus a plant visit and lunch. Since some time is given over to interpersonal conversations or small talk, plan on only a 45 minute primary interview.

If an extended visit is desired beyond the one hour, plan for lunch. This requires scheduling the interview to end within the lunch period. Note that some industrial firms have rigid schedules. Typically starting an interview after 10:00 AM allows for a short plant tour and lunch. This can give as much as 2 and half hours of information gathering.

Group interviews, particularly Development Conferences tend to extend over a much longer period. Some of these sessions can extend over a couple of days. Focus Groups, however, usually last less than a couple of hours.

D. Confidentiality

Usually formal confidentiality agreements are not executed in connection to interview research. They are used, however, if there is a requirement. In general, one relies on an ethical code to limit the dissemination of information.

1. Requirements

Revealing technical information on materials that are or will be in the process of filing for a patent must be covered by a confidentiality agreement. This protects the eligibility for the patent. Similarly confidentiality agreements may be issued to protect trade secrets.

2. Agreements

Since it is more likely that respondent information is revealed, they may require a confidentiality agreement. However, it is better to have a general agreement approved by your corporate legal organization available to prevent unnecessary problems.

3. Understandings

• Take notes if you need to.
• Write extended notes (working papers) shortly after interview.
• Rewrite them again.
• Write an intermediate draft of the report before completing interviews (useful to confirm)
• Write a short summary report documenting the major points.

While general confidentiality is assumed in these studies, it is important that no implied agreement be made that is beyond the control of the researcher.