Dr Mahrokh Roknifard

Assistant Professor of Marketing

IB9HU0
Market Research
Introduction to Market Research
Term 2, Week 1
Your Market Research Team

Dr Mahrokh Roknifard Dr Shuqi Zhu

(Module Leader) (Workshop Tutor)
[Link]@[Link] Shuqi.Zhu1@[Link]
Room: 3.105 Room: 3.103
Module Introduction

• Module overview
• Assessments and expectations
• Module structure and calendar
Module Overview
Aims to provide students with a thorough understanding of marketing research,
through an applied and practical approach
• Students to think critically from a managerial perspective
• Appreciate the importance of marketing research in strategic decisions

Broadly structured to follow the marketing research process

• Focus on both the qualitative and quantitative research methods

• Emphasis on the interpretation of findings and development of insights

Apply the knowledge learned in class to real marketing problems

• Obtain hands-on experience through group project

Questions and Feedback

1. Lecture
• Post your questions in the chat box anytime
• Q&A session at the end of lectures

2. Workshop
• Feel free to ask questions and raise your thoughts in the workshops
• The workshops are discussion based to help you further your understanding

3. Other Questions
• Use the [Link] forum as the main platform for asking questions
• For specific questions on the lecture or workshop content, you may send an email with
‘IB9HU0 Query’ in the email subject to the relevant instructor
• Administrative queries to the PG team: managementpg@[Link]
Assessments and Expectations

1. Final Exam (100%)

• 2 hours + 15 minutes reading time
• Open book (no limit on number of papers you can bring to the exam room)
• Calculators are allowed
• Everything in the module (lectures, workshops) may be tested
Module Structure

1. Lecture (Online)
• Monday 11:00–12:00 (wbsLive)

2. Asynchronous Task
• Weekly task to be completed after the lecture every week

3. Workshops (Face-to-Face)
• Refer to [Link] for your workshop session
Module Calendar (indicative – exact schedule subject to changes)
Week Lecture

1 Module and Research Introduction

2 Problem Definition, Developing an Approach, and Research Design
3 Qualitative Research Design
4 Qualitative Research Analysis
5 Survey Design
6 Data Analysis
7 Causal Research
8 Project management
9 Forecasting
10 -
Module Calendar (indicative – exact schedule subject to changes)
Week Workshops

1 -
2 Case study and discussion on the evidence-based-management paper
3 The 6Ws approach exercise and case study
4 Good vs Bad focus group video, video chat with Nick on Ethnography, and case study
5 Thematic analysis of actual interviews and introduction to Nvivo software
6 Case study and introduction to Qualtrics software
7 Case study
8 Causal research practices
9 Group presentation practice
10 Exam description and sample questions
Module Roadmap

Week Week Week Week Week Week Week Week Week Week
1 2 3 4 5 6 7 8 9 10

1 2 3 4 5 6 7 8 9

1 2 3 4 5 6 7 8 9 Exam
Introduction to
Market Research
What is Research?
 What is Research?

Research is about generating knowledge, about what you believe the world is. Lee
and Lings (2008)

Research is a step-by-step process that involves the collecting, recording,

analysing and interpreting of information. Wilson (2014)

✓ It involves a process of enquiry and investigation

✓ It is systematic and methodical
✓ It increases our understanding of a subject
 Research capabilities
Problem identification
Von Hippel and Tyre (1995)

Solution advisement
Amiri (2006)

Evidence-based decision making

Pfeffer and Sutton (2006)

Risk management
Ryals, Dias, and Berger (2007)

Innovativeness
Gupta et al. (2016)

Creativity
Wu et al. (2015)

Knowledge expansion
Denis and Depelteau (1985)
How organisations can benefit from research?
Key purpose of marketing is Value Delivery

Value = Benefit - Cost

Factors influencing value delivery

• DEMOGRAPHICS
• SOCIO-CULTURAL
Seller Buyer • LEGAL
• ECONOMIC
• POLITICAL
• TECHNOLOGICAL
Product
Promotion • COMPETITION
Price
Place
Source: [Link]
suite-and-middle-manager-survey/
Source: [Link]
Source: [Link]
Research power
Research power

1. Better comprehend their target

audience's demographics and segment
customers effectively.
2. Study competition and recognize market
trends.
3. Guide product development and collect
feedback from usability testing.
4. Assess the effectiveness of current
marketing campaigns.
5. Develop powerful future marketing
campaigns.
What is Marketing Research?

Marketing research is the systematic and objective

identification, collection, analysis, dissemination, and use of
information for the purpose of improving decision-making
related to the identification and solution of problems and
opportunities in marketing.

Malhotra (2019, p. 32)

Functional roles
Functional roles
Descriptive
• Gathering and presenting statements of fact
• What are customers’ attitudes and beliefs toward a product?

Diagnostic
• Data and/or actions are explained
• How can product/service offerings be altered to better serve
customers?

Predictive
• Specification of how to describe and diagnostic research to
predict the results of a planned marketing decision
• How can firms best take advantage of opportunities as they
arise in the ever-changing marketplace?
Functional roles
Descriptive
• Gathering and presenting statements of fact
• What are customers’ attitudes and beliefs toward a product?

Diagnostic
• Data and/or actions are explained
• How can product/service offerings be altered to better serve
customers?

Predictive
• Specification of how to describe and diagnostic research to
predict the results of a planned marketing decision
• How can firms best take advantage of opportunities as they
arise in the ever-changing marketplace?
Functional roles
Descriptive
• Gathering and presenting statements of fact
• What are customers’ attitudes and beliefs toward a product?

Diagnostic
• Data and/or actions are explained
• How can product/service offerings be altered to better serve
customers?

Predictive
• Specification of how to describe and diagnostic research to
predict the results of a planned marketing decision
• How can firms best take advantage of opportunities as they
arise in the ever-changing marketplace?
 Marketing research and decision making
Research should purely focus on decisions to be made rather than the
collection of techniques used to gather information to facilitate the
decision making!
1. Understanding of the purpose -> to reduce uncertainty and error
2. The role of marketing research -> to underestand how information aids
decision making

Recognise the
Analyse the exact Select an
existence of Identify alternative
nature of problems alternative course
problems and courses of action
and opportunities of action
opportunities

Steps in decision making

Applied vs basic research

• Applied: research aimed at solving a specific, pragmatic problem—better

understanding of the marketplace, determination of why a strategy or tactic
failed, or reduction of uncertainty in management decision making.
• Should the price of DiGiorno frozen pizza be raised by 40 pence?
• What name should Toyota select for the new car?
• Which commercial has a higher level of recall: A or B?
• Basic: research aimed at expanding the frontiers of knowledge rather than
solving a specific, pragmatic problem. It validates an existing theory or learn
more about a concept or phenomenon.
• Testing a hypothesis about high-involvement decision making or customer information
processing.
Applied vs basic research

• Applied: research aimed at solving a specific, pragmatic problem—better

understanding of the marketplace, determination of why a strategy or tactic
failed, or reduction of uncertainty in management decision making.
• Should the price of DiGiorno frozen pizza be raised by 40 pence?
• What name should Toyota select for the new car?
• Which commercial has a higher level of recall: A or B?
• Basic: research aimed at expanding the frontiers of knowledge rather than
solving a specific, pragmatic problem. It validates an existing theory or learn
more about a concept or phenomenon.
• Testing a hypothesis about high-involvement decision making or customer information
processing.
Applied research categories

Programmatic Selective Evaluative

• Segmentation • Concept testing for • Tracking advert recall

• Marketing new products • Organisational image
opportunity analysis • Advertising copy studies
• Customer attitude testing • Examining customer
• Product usage • Test market attitudes on a firm’s
studies service quality
Marketing research types

• Market segmentation • Tracking study

• Media measurement • Product/brand service usage
• Market feasibility • Advertising penetration
• Location studies • Image evaluation
• Market share/market size • Public opinion survey
studies • Copy testing
• Competitive analysis • Test marketing/product
• Position studies placement
• Customer satisfaction
Summary

Marketing research play the key role in providing the information for manages
to shape the marketing mix.
Marking research has grown in importance because of the management's focus
on customer satisfaction and retention. It is also the key tool in proactive
management.
Market research should be taken only when the perceived benefit is greater
than the cost.
Questions
Weekly Task
Weekly Task
1. Pfeffer, J. and Sutton, R. I. (2006) 'Evidence-Based Management', Harvard
Business Review, 84(1), pp. 62-74
• Prepare answer for the following questions:
1. What is 'evidence-based' management?
2. What are the challenges/difficulties in implementing an evidence-based
management approach?
3. What are the benefits of adopting an evidence-based approach?
2. ‘Why Businesses Can’t Afford To Skip Market Research’, Faridani, Forbes,
2021
3. ‘Understanding Market Research For Your Business Plan’, Podolsky, Forbes,
2020
Weekly Task

Discussion Questions

➢ What are the limits of market research in driving

innovation?
➢ In which industries or for which products is market
research less useful or harmful?
Dr Mahrokh Roknifard
IB9HU0
Market Research
Week 2: Marketing Research Process:
stages 1, 2, & 3
Term 2, Week 2
Today’s Lecture
The Marketing Research Process

• Understand and apply the marketing research process

Problem Definition

• Know how to define the problems:

• Business problem (or management decision problem)
• Research objective

Develop an Approach

Research Design

• The 6Ws approach

1 The Marketing
Research Process
The Marketing Research Process

The marketing research process follows a series of

sequential steps that allow you to focus your efforts
on understanding and addressing well defined
challenges.
The Marketing Research Process

Data
Problem Develop an Research Data Preparation Report
Definition Approach Design Collection and Preparation
Analysis
The Marketing Research Process

Data
Problem Develop an Research Data Preparation Report
Definition Approach Design Collection and Preparation
Analysis

What is the
key business
problem that
we aim to
solve?
The Marketing Research Process

Data
Problem Develop an Research Data Preparation Report
Definition Approach Design Collection and Preparation
Analysis

What kind of
information
and result do
we aim to
have?
The Marketing Research Process

Data
Problem Develop an Research Data Preparation Report
Definition Approach Design Collection and Preparation
Analysis

How do we
go about
collecting the
data that we
need?
The Marketing Research Process

Data
Problem Develop an Research Data Preparation Report
Definition Approach Design Collection and Preparation
Analysis

How do we
ensure
accurate data
is collected?
The Marketing Research Process

Data
Problem Develop an Research Data Preparation Report
Definition Approach Design Collection and Preparation
Analysis

How do we
make sense of
the data we
have collected?
The Marketing Research Process

Data
Problem Develop an Research Data Preparation Report
Definition Approach Design Collection and Preparation
Analysis

How do we
present the
results and
findings?
Questions
2 Problem Definition
Problem

A research problem is a definite or clear expression [statement] about an area of concern, a condition to be
improved upon, a difficulty to be eliminated, or a troubling question that exists in scholarly literature, in
theory, or within existing practice that points to a need for meaningful understanding and deliberate
investigation.
Bryman (2007)
“If I had an hour to solve a problem,
I'd spend 55 minutes thinking about
the problem and five minutes thinking
about solutions.” –Albert Einstein

“A problem well stated is half solved”

–Charles Kettering
In surveys of 106 C-suite executives
representing 91 private- and public-sector
companies from 17 countries, the author
found that:

1. 85% agreed that their organizations were

bad at problem diagnosis

2. 87% agreed that this flaw carried

significant costs

[Link]
The “biggest marketing blunder” of all time
Case Study: New Coke

Strong competition from

Pepsi (The Pepsi Challenge)
• 1970’s: TVCs of blind taste
tests – people preferred
the taste of Pepsi
Case Study: New Coke
• What did Coca-Cola do?
• Developed and launched after years of research
• Blind taste tests (200,000 subjects) and focus groups
• TVC: [Link]
&ab_channel=RetroZest
• 1985: replaced the original product with New Coke

Source: [Link]
Case Study: New Coke
• The result?
• People hated it (over 400,000 complaints from consumers)
• Reintroduced “Coca-Cola Classic” within 80 days

• What went wrong?

• Did they do their research?
Yes…BUT
• Did they do it correctly?
Problem Definition Process
Recognise the problem or opportunity

Find out why the information is being sought

Underestand the decision environment

Translate the problem into the marketing/business problem

Determine whether the information exist

State the research objective

• To consider • To consider
• Who is the decision • Who are the experts?
maker(s)? • Knowledge of the
• Capabilities and limitations company or industry
• Nature of the management • Knowledge of the
decision problem

Discussions with decision maker(s) Interviews with industry experts

• To consider • To consider
• Company’s and • Interviews, focus
competitors’ websites groups, open-ended
• Industry reports and surveys,
databases observations/ethnogr
• Social media, online aphy, etc.
forums, etc. • Exploratory in nature
Secondary data Qualitative research
• To consider • To consider
• Who is the decision • Who are the experts?
maker(s)? • Knowledge of the
• Capabilities and limitations company or industry
• Nature of the management • Knowledge of the
decision problem

Discussions with decision maker(s) Interviews with industry experts

• To consider • To consider
• Company’s and • Interviews, focus
competitors’ websites groups, open-ended
• Industry reports and surveys,
databases observations/ethnogr
• Social media, online aphy, etc.
forums, etc. • Exploratory in nature
Secondary data Qualitative research
• To consider • To consider
• Who is the decision • Who are the experts?
maker(s)? • Knowledge of the
• Capabilities and limitations company or industry
• Nature of the management • Knowledge of the
decision problem

Discussions with decision maker(s) Interviews with industry experts

• To consider • To consider
• Company’s and • Interviews, focus
competitors’ websites groups, open-ended
• Industry reports and surveys,
databases observations/ethnogr
• Social media, online aphy, etc.
forums, etc. • Exploratory in nature
Secondary data Qualitative research
• To consider • To consider
• Who is the decision • Who are the experts?
maker(s)? • Knowledge of the
• Capabilities and limitations company or industry
• Nature of the management • Knowledge of the
decision problem

Discussions with decision maker(s) Interviews with industry experts

• To consider • To consider
• Company’s and • Interviews, focus
competitors’ websites groups, open-ended
• Industry reports and surveys,
databases observations/ethnogr
• Social media, online aphy, etc.
forums, etc. • Exploratory in nature
Secondary data Qualitative research
• To consider • To consider
• Who is the decision • Who are the experts?
maker(s)? • Knowledge of the
• Capabilities and limitations company or industry
• Nature of the management • Knowledge of the
decision problem

Discussions with decision maker(s) Interviews with industry experts

• To consider • To consider
• Company’s and • Interviews, focus
competitors’ websites groups, open-ended
• Industry reports and surveys,
databases observations/ethnogr
• Social media, online aphy, etc.
forums, etc. • Exploratory in nature
Secondary data Qualitative research
• Business problem
• To identify the “right” research
problem, we should first identify the
following:
• Market opportunities based on
the possible findings
• Product value to customers
• Business problem
• To identify the “right” research
problem, we should first identify the
following:
• Market opportunities based on
the possible findings
• Product value to customers

[Link]
• Business problem
• To identify the “right” research
problem, we should first identify the
following:
• Market opportunities based on
the possible findings
• Product value to customers

Proposes a different
understanding of the problem

[Link]
 Problem types Definition

Ambiguous problems We know very little about the issues that are important to us to
solve.

Somewhat defined We know issues (and variables) that are important for solving the
problems problem, but not how they are related.

Clearly defined problems We know both the issues and variables that are important, and
their relationships are even clear. But we do not know how to make
the best decision.
Research Objective
• Research objectives are the things you need to achieve in order to answer
your research question.
• It should be clear and concise, and use appropriate verbs to
accurately convey the research that is being carried out.
• It comprises a number of steps that address HOW research aim is
being achieved.
• Specific
Wording
• Measurable
• Achievable To identify To measure
• Realistic
To provide To analyse
• Time-bound
To investigate To determine
To obtain To describe
 Problem Definition

Business Problem Research Objective

What is the business problem or What is the objective or goal of the

management decision to be made? research?
• How should we improve our • To obtain customer perceptions of
existing product? various attributes of our product.
• How should we price our new • To measure customer price
product? sensitivity and willingness to pay.
• How should we communicate with • To determine preferences for
target customers communication channels.
Questions
3 Develop an Approach
Develop an Approach
Theory

Analytical
Hypotheses Approach model

Research
questions
Research questions

A research question specifies precisely what researchers want to learn

from their study.

Examples
• Which attributes are most important to customers and how do our
products perform on these attributes?
• What features are most attractive to customers and to what extent
are customers willing to pay for additional features?
• What communication channels do customers like to engage with our
brand?
Hypotheses

A hypothesis is an unproven statement or proposition about a factor or

phenomenon (to be tested empirically)

Examples
• Customers are willing to pay more for better taste but not for
packaging
• Customers prefer to engage with brands when engagement can be
observed
Questions
4 Research Design
Research Design

A framework or blueprint for conducting the marketing research project. It

specifies the details of the procedures necessary for obtaining the
information needed to structure and/or solve marketing research problems.
The 6W’s Approach
The 6W’s Approach
WHY WHO WHAT
collect the data? to collect the data from? data to collect?
• What is the research • Who is the right audience? • What information should
objective? (refer to week 2 • What should the sample size you obtain?
lecture) be?

WHERE WHEN WAY (HOW)

to collect the data? to collect the data? to collect the data?
• Where should you collect • When should the data be • How should you collect the
the data? collected? data?
Example
Mixed Reality
Statista (2018)
Microsoft HoloLens
Headset
• It is a mixed reality headset
• Only targets people with professional
jobs
• Manufacturing
• Engineering and construction
• Healthcare
• Education

“Optimize your operations and increase

employee productivity” –Microsoft (2022)
Kozuch (2022)
The 6W’s Approach
WHY WHO WHAT
collect the data? to collect the data from? data to collect?
• Improve market share • Current customers • Customer perception
• Improve sale • Potential customers • Factors influencing
• Expand product range • Competitors’ app developers customer’s choice
and customers

WHERE WHEN WAY (HOW)

to collect the data? to collect the data? to collect the data?
• At universities • Before development • Interview
• At exhibitions • During making prototypes • Focus group
• After production and launch • Observation
Apple Vision Pro
Questions
5 Weekly Task
Weekly Task
• “The Rise And Fall Of The Arch Deluxe, McDonald's Most Ambitious
Failure” Case Study
• You can start with the article on the Ranker website but do also read other
articles (whatever you can find) from other sources (e.g., YouTube videos):
[Link]
• Think about the following questions:
• What is the problem in this case study?
• What did McDonald's focus on in their research which led to failure?
• What do you think was their research problem?
• What do you think was their research question?
• If you were a Head of Marketing, what would you have done differently?
• Research problem and research objective
• Research question(s)
• The 6W’s approach
Weekly Task
• “How Kodak Failed” Case Study
• You can start with the article on the Forbes website but do also read other
articles (whatever you can find) from other sources (e.g., YouTube videos):
[Link]
failed/?sh=16d01c566f27.
• Think about the following questions:
• What is the problem in this case study?
• What did Kodak focus on in their research which led to failure?
• What do you think was their research problem?
• What do you think was their research question?
• If you were a Head of Marketing, what would you have done differently?
• Research problem and research objective
• Research question(s)
• The 6W’s approach
Weekly Task
• “Coors Rocky Mountain Sparkling Water” Case Study
• You can start with the article on the following website, but do also read other
articles (whatever you can find) from other sources (e.g., YouTube videos):
[Link]
[Link]
• Think about the following questions:
• What is the problem in this case study?
• What did Coors focus on in their research which led to failure?
• What do you think was their research problem?
• What do you think was their research question?
• If you were a Head of Marketing, what would you have done differently?
• Research problem and research objective
• Research question(s)
• The 6W’s approach
Dr Mahrokh Roknifard

IB9HU0
Market Research
Week 3: Qualitative Research
Term 2
Today’s Lecture

Qualitative Research Methods

• In-depth interviews
• Focus groups
• Observation/ethnography

Projective techniques

• Association
• Completion
• Construction
• Expressive
1 Qualitative
Research Methods
 Qualitative Research Methods

Provides insights that shades Refers to the meanings,

light into underlying issues that concepts, definitions,
are not visible to eyes characteristics, metaphors,
symbols, and description of
things

Mostly focuses on answering

Provides non-numerical data the questions of “why” and
“how”

Berg and Lune (2012)

Research Methods
Secondary Interview
Exploratory
Primary Qualitative Focus group
Methods

Ethnography/
Observations

Descriptive Primary Quantitative Surveys

Causal Primary Quantitative Experiments

 In-Depth Interview (IDI)
An unstructured, direct, personal interview in
which a single respondent is probed by an
interviewer to uncover underlying motivations,
beliefs, attitudes, and feelings on a topic.
1. Structured interview
• Predetermined questions in a set order
2. Semi-structured interview
• Predetermined questions combined
with probing
3. Unstructured interview
• Questions proceed more spontaneously
based on interviewee’s answers
In-Depth Interview (IDI)
• Probing is of critical importance
• After asking an initial question, the direction of the interview is determined by
the respondent’s answers
• Do not accept brief “yes” or “no” answers – always dig deeper!

• When do we use probing technique?

• When you feel someone is withholding valuable information
• When stimulating idea generation during team meetings
• When you want to gain a deeper insight into somebody else's
thought process
• When you need to ensure that you have understood a story correctly
What are the Most Common Probing Questions?
➢ What exactly did you mean by that?
➢ Do you feel that this is right?
➢ Why did you say that?
➢ Can you give me an example?
➢ How did you come to this conclusion?
➢ How do you feel about this?
➢ Is there anything you think you might have missed?
➢ What does this remind you of?
➢ Is there any evidence supporting this idea?
➢ Does anyone agree with that? Why?
➢ Which of those points that you mentioned makes the biggest
impact?
➢ Can you explain how you worked that out?
In-Depth Interview (IDI)
• The most common probing questions
• What exactly did you mean by that?
• Do you feel that this is right?
• Why did you say that?
• Can you give me an example?
 Exploring Attitude and Behaviour Emotional benefits
achieved from the
Tangible features of product experience
• Laddering the product
• A line of questioning proceeds from
product characteristics (e.g., price, brand,
quality) to user characteristics
Psychosocial
• The Means-end Approach is used to Attributes
consequence
uncover the underlying emotions,
consequences, and personal values that
drive consumer choice.
Functional
Value
consequence
Tangible and immediate
benefits achieved from
product experience
State of mind customer
try to achieve
 Example Attributes
No sliding door
Interviewer What is the primary reason you drive an SUV instead of a mini-van?

Participant 1 An SUV just look better than a boring mini-van.

Functional
Interviewer What do you mean “it looks better”? consequence
Participant 1 A mini-van looks like a sedan, and it has those ugly sliding doors. Stylish design
Interviewer Why is it important to you to not have sliding doors?

Participant 1 Because I want to drive a vehicle with a more stylish design, like a SUV. Psychosocial
consequence
Interviewer Why is it important to you that your vehicle have a stylish design?
I feel trendy
Participant 1 Because it makes me feel trendy and more cutting-edge to drive it

Interviewer I see. In the end, why does feeling trendy matter to you?
Value
Participant 1 It makes me feel good. Specially, in front of my friends.
Accept by my peers
 IDI Interview Techniques

• Hidden issue questioning

• A technique to uncover deeply felt
personal motivations or concerns
• E.g., questions about consumer’s fantasies,
dreams, aspirations, etc.
IDI Interview Techniques
• Symbolic analysis
• Symbolic meanings of objects are analysed by
comparing them with opposites
• E.g., “How would you feel if you could no
longer use iCloud?”
Focus Group Discussion (FGD)
An interview conducted by a trained moderator in a non-structured and
natural manner with a small group of respondents.
Designing a Focus Group
• Specify the objectives and criteria
• Objective of the focus group
• Target respondents: prior screening to ensure they meet the criteria

• Structure of discussion guide

• Welcome to the session, self-introductions
• GDPR, recording, colleagues viewing, refreshments, questions, etc.
• Detailed questions (e.g., shopping habits, preferences, impressions of target
brand vs. competitors, reasons for switching brands, selection criteria, etc.)
• Closing remarks and thank respondents

• Recruit respondents and conduct focus group

Testing Advert
• Focus Group is the best way to pre-test adverts.
Testing Advert
• Focus Group is the best way to pre-test adverts.
First impressions Does the ad give off the right vibe from the start?

Standout Does the ad have a ‘wow’ factor when up against competitor ads?

Appeal Do respondents like the ad? Do they like the message?

Clarity Is the main message clear? What do respondents understand it to be?

Engagement Does the ad hold people’s attention? Or did respondents look/click away?

Believability Do people believe the claims in the ad?

Relevance Is the product or service being advertised one that fits into the audience’s lives?

Brand fit Does the ad match with perceived brand image and values?

Uniqueness Is the ad idea original and unique?

Call to action How high is purchase intent after seeing the ad?
Conducting a Focus Group
Establish rapport with the group

Set and explain objectives

Keep the discussion moving forward

Probe respondents to elicit insights

Understand and manage the group dynamics

Online Focus Groups
 Online Focus Groups Platforms
• Recollective
• Its Video Focus Groups feature let you quickly
connect with up to 25 participants.
• It allows you to prepare text, polls, photos,
videos and files.
• All Video Focus Groups include a private
backroom and separate audio channel for your
researchers, translators and clients.
• Each group meeting is recorded and
automatically transcribed into text (with a
separate translator audio file) for rapid
analysis or to easily create highlight video
clips.
• Customers: Sky and Wayfair
 Online Focus Groups Platforms
• VocalViews
• The platform can host up to 20 research
participants, alongside a separate observer
room.
• The platform allows you to share screens with
participants, and use interactive whiteboards, to
gather feedback and engage participants.
• Participants can also have tech checks before
joining and be welcomed into a waiting room.
• It also includes a simultaneous translation audio
channel for groups in other markets. Groups are
automatically recorded and transcribed.
• Customers: Google, McDonald’s, Samsung,
Netflix, NHS
Observation
The recording of behavioural patterns of people, objects, and events in a
systematic manner to obtain information.
Observation
• May be structured or unstructured
• Unstructured: the researcher monitors all aspects of the phenomenon
• Structured: the researcher specifies in detail what is to be observed and how
the measurements are to be recorded
 Observation
There several types of market observation categorized into six major
subdivisions.

Observation

Disguised Non-disguised Human Mechanical Direct Indirect

 Exploring Attitude and Behaviour
• Retail Ethnography/observation
• With the aid of ethnography, brands may investigate consumers in their
natural environments and learn more about the underlying ideas, feelings,
motives, and outside forces that affect consumer behaviour.
In-store observations
• Researchers unobtrusively observe customers as they browse and purchase.
Intercepts
• Researchers observe and ask shoppers questions at or after the point of purchase to understand
the motivations that trigger purchasing decisions and their overall shopping experience.
Shop-alongs
• Researchers shop alongside actual or recruited shoppers to observe purchasing decisions and
discover behaviors, moderating the experience and/or diving deeper with questions as needed.
 • Cultural: Who are they?
• Interpersonal: Who are they shopping with?
Customer • Contextual dynamics: What are they carrying?
What is observed during in-store

• Situation: Why are they shopping?

• General Attitudes: How do they act?

• Appeal
Navigation • Flow
• Time
observations?

• Dynamics between shopping parties (e.g., “mom” and “kid(s)”)

• Dynamics between co-shoppers (e.g., two friends shopping together)
Interactions • Dynamics of other social interactions
• Dynamics between customers and sales associates

• What products customers take and/or put back

Shopping • Tracking eye movements and reading habits (e.g., signage, prices, sizes),
Patterns • Identifying triggers/drivers for purchasing decisions
• Impulsive actions (if present)

• What barriers (such as trouble finding pricing or correct size) did the customer
experience?
• Was there a resolution?
Barriers • How did the customer overcome the obstacle?
• Did the customer abandon products or leave with no purchase? If so, at what
point?
 Exploring Attitude and Behaviour
• The role of technology

Source: [Link]
Eye Tracking
2 Projective Techniques
Projective Techniques
An unstructured, indirect form of questioning that encourages respondents
to project their underlying motivations, beliefs, attitudes, or feelings
regarding the issues of concern.
 Projective
Techniques

Association Completion Construction Expressive

Word Association Technique
The respondent is presented with a stimulus and asked to respond with the
first thing(s) that comes to mind.
• E.g., “What comes to mind when you think of (target stimulus word)?”

• Useful for psychographic segmentation

Completion Technique
The respondent is asked to complete an incomplete stimulus.

• Respondents are given incomplete

Sentence
sentences and asked to complete
completion them.

• Respondents are given part of a story

Story and asked to give a conclusion.
completion
 Construction Technique
The respondent is asked to construct a response in the form of a story,
dialogue, or description.

Picture • Respondents are shown a picture and asked to tell a

story describing it
response
Cartoon • Respondents are shown a cartoon and asked to
indicate what one cartoon character might say to
test another
 Construction Technique
The respondent is asked to construct a response in the form of a story,
dialogue, or description.

Picture • Respondents are shown a picture

and asked to tell a story describing
response it
• Respondents are shown a cartoon
Cartoon and asked to indicate what one
test cartoon character might say to
another
Expressive Technique
The respondent is presented with a verbal or visual situation and asked to
express the feelings and attitudes of other people in the situation rather
than expressing personal feelings or attitudes.

Role playing Third-person technique

3 Weekly Task
 Weekly Task: repairing Boeing’s reputation
The Netflix video, as well as recent reports of Air Alaska's
Boeing 737 max plane's door opening in mid-flight, have
increased consumer distrust about flying Boeing airplanes.
This has generated concerns about the future of the Boeing
Company. You have been assigned to assist this firm rebuild
its reputation by performing a qualitative research.
Please look at the following links and come up with 5
questions that you would ask Boeing’s customers. Your aim
should be understanding customers concerns and beliefs on
how to improve Boeing’s aircrafts.
• [Link]
• [Link]
• [Link]
crashes-us-politicians-737-max
Questions
Dr Mahrokh Roknifard
IB9HU0
Market Research
Week 5: Qualitative Research and its
Findings
Term 2
Today’s Lecture: Outline
1. Reliability and Validity

2. Analysis of Qualitative Data

• Content Analysis
• Thematic Analysis
• Narrative Analysis
• Grounded theory

3. Ethics in Market Research

4. Weekly Task
1 Reliability and Validity
Reliability in Qualitative Research

• Dependability of your data (Lincoln and Guba, 1985)

• “being thorough, careful and honest in carrying out the research” (Robson,
2002, p. 176)
• The idea of replicability, repeatability, and stability of results or observation
(Morse, 2012)
• Consistency of certain measurements in the research (Breakwell, 2000)
 Validity in Qualitative Research
• Appropriateness of the tools, processes, and data collected (Leung, 2015)
• Trustworthiness of a study (Lincoln and Guba, 1985)

The four main

components of
Whittemore, Chase,
validity and Mandle (2001)

Credibility Authenticity Criticality Integrity

Do the results reflect a Are various perspectives Is the research critically Are the researchers
fair assessment of what heard? evaluated in all aspects? critical of themselves?
the participants meant?
Why caring about the validity and
reliability of the research?

To guarantee the accuracy of the

findings and the soundness and
reproducibility of the data.
2 Analysis of
Qualitative Data
Analysis of Qualitative Data
Qualitative data is typically rich, subjective, and composed of detailed
information that is typically expressed verbally.
• The main goal is to decipher, examine, and interpret meaningful
patterns in the data
• Guided by fewer rules as compared to quantitative data analysis (no
strict “right” or “wrong”).
• It follows systematic and transparent approaches
 Content
Analysis

Analysing
Grounded Thematic
theory
Qualitativ Analysis
e Data

Narrative
Analysis
 Coding
Codes are tags or labels used to allocate
identified themes or subjects from the
research's data.

• Follows a systematic process (deductive

or inductive approach).

• Allows qualitative researchers to rely on

data visualisations to illustrate their data
analysis.
Coding Approaches: Inductive analysis
It involves the generation of new theories or ideas based on the data.
• No preconceived notions of what the codes should be, but allow the codes
or patterns to emerge from the data itself
• Suitable for exploratory research or when you want to come up with new
theories, ideas or concepts

Can help researchers to:

1. Make meaning from the data.
2. Develop themes and findings.
3. Identify representative data to support findings.
 Open coding Axial coding Selective coding
It identifies relationships between
An initial round of loose and tentative It is where you connect all your categories
categories and subcategories identified
coding together around one core category
during the open coding phase

It helps to identify key themes,

Data are initially broken down and The core category ultimately represents
subthemes, and the underlying structure
analysed to identify concepts or categories the central thesis of your research.
or framework that emerges from the data

It captures the main ideas or concepts

found in the data
Coding Approaches: Deductive analysis
• This often means applying predetermined codes to the data.
• More suitable for research where you have a pre-determined structure for how
you would like the final findings to look like
• Start by deciding on the themes and codes (e.g., based on previous
research/specific objectives)
• Read through the data and assign codes

Can help researchers to:

1. Sort data into organisational categories (e.g., data type, participant, or time
period)
2. Organise data into categories to maintain alignment with research questions
3. Apply theories, tools, or frameworks (e.g., customer decision-making process)
Which approach should we use
for our study?
 Thematic Analysis

“Thematic analysis is a method for analyzing qualitative

data that entails searching across a data set to identify,
analyze, and report repeated patterns.”—Braun and Clarke

Themes are actively constructed patterns (or meanings) derived from a

data set that answer a research question, as opposed to mere
summaries or categorisations of codes.

• Thematic analysis is a powerful yet flexible method.

• It allows researchers to understand experiences, thoughts, or

behaviours across a data set.
 Thematic Analysis
Familiarising
Defining and
yourself Generating Searching Reviewing Producing
naming
with the initial codes for themes themes the report
themes
data
 Example: Respondent A

• “I love this website in general because it’s quite user friendly, but
the new layout is annoying, mostly because I like to watch the
newest vids but the most recent update makes that a lot more
difficult. It used to be that you were able to see the most recent
vids of the people you follow on the home page. Now, I have to
scroll through each one of their channels to see if they have new
vids. Takes more time now and harder to use.”
Example: Respondent A

• “I love this website in general because it’s quite user • user friendly
friendly, but the new layout is annoying, mostly • dislike new
because I like to watch the newest vids but the most layout
recent update makes that a lot more difficult. It used • like new videos
to be that you were able to see the most recent vids on home page
of the people you follow on the home page. Now, I • time-
have to scroll through each one of their channels to consuming
see if they have new vids. Takes more time now and • hard to use
harder to use.”
Example
Themes Key Points (may be codes) Verbatim
• “I love this website in
Impression of general because it’s
• User friendly
old layout quite user-friendly…”
(Respondent A)
Impression of • Dislike new layout
new layout • Time-consuming, hard to use
Viewing • Like new videos on home
preference page
etc.
etc.
etc.
 •Themes or
•Easy to Broad codes?
learn
•Language
•Flexible
barrier
business-related research
When should we use it in
Future trend
prediction

Product
Risk
performance
management
monitoring

Thematic
analysis

Customer Decision-
service making
personalisation improvement
 Content Analysis
• Focuses on recorded human artefacts such as manuscripts, voice recordings and journals.
• It allows researchers to sift through large volumes of data to identify patterns,
themes, or biases and turn these into quantifiable variables that can be further
analysed.
• Text messages
• Books
• SM posts
• Videos and audio
• It is used to find out about the purposes, messages, and effects of communication
content.
• Explicit data: transparent and easy to identify
• Implicit data: requires researcher’s interpretation (subjective nature)
• Data can be rather subjective
• It may include an element of bias
 Content
Analysis

Conceptual Relational
The number of times a The relationships between
concept occurs in a set of different concepts, as well
data and is generally focused as how they are connected,
on explicit data. and the context in which they
appear.
Content Analysis: Conceptual
Content Analysis: Relational
Narrative Analysis
• It is a genre of analytic frames
• Requires researchers interpret stories that are told within the context of research
and/or are shared in everyday life.
• It include a diverse (yet equally substantial and meaningful) interpretations and
conclusions by focusing on different elements.
• These elements include, but are not limited to:
• How the story is structured
• What purposes the story serves
• What is the body of the story
• How the story is performed
• Data analysis can be done using both deductive and inductive approaches.
Source: Butina, M., 2015. A narrative approach to qualitative inquiry. Clinical Laboratory Science, 28(3), pp.190-196.
Grounded Theory
• Grounded theory is study of a concept.
• It is the discovery of emerging patterns in data.
• It allows the generation of theories from data.
• It provides:
• Explicit and sequential guidelines for conducting qualitative research
• Offers specific strategies for handling the analytic phases of inquiry
• Streamlines and integrates data collection and analysis
• Advances conceptual analysis of qualitative data
• Legitimises qualitative research as scientific inquiry

(Glaser in Walsh, Holton et al., 2015)

Software Packages
There are software packages
to assist qualitative
researchers with coding and
analysis of qualitative data.

• Note: they can only assist

with the process, but they
cannot replace the
researcher!
 Software Packages: Advantages
Easily relabelling, merging, or splitting the codes

Ability to choose to apply multiple coding schemes to the same data

• Investigating several interpretations of the same data

It is possible to import and export coding schemes.

• This implies that instead of being required to design each code personally, you may identify a coding scheme that
originated outside the software or from a prior study.

It is possible to simply code audio, video, and image files.

• This could save time compared to writing transcripts. Alternatively, accessing the richer mediated content instead
of transcripts might improve your coding.

It is possible to use the auto-coding features.

• In a focus group transcript, for instance, you can automatically code every statement by the speaker or find and
code every paragraph that contains a particular term.
Software Package: NVivo
3 Ethics in Market
Research
 Ethics in Research
• Moral principles guiding research (Economic and
Social Research Council (ESRC), 2004)
• Science of morality (Homan, 1991, p1)
• Conducting research in a way that goes
beyond merely adopting the most
appropriate research methodology but
conducting research in a responsible and
morally defensible way.
• A set of moral principles or norms that are used
to guild moral choices of behaviour and
relationships with others (Blumberg et al., 2005)
The Focus of Ethics
Any research that involves data gathering or contact using human (or animal)
population involves ethical consideration.
• ESRC (2004) guideline on conducting research which involves ethical risks
• Research involving vulnerable groups (e.g., children and young people with
disabilities or special needs)
• Research involving sensible topics (e.g., sexual or illegal activities, or people’s
experience of abuse or violence)
• Research where subjects can only be accessed via a gatekeeper (e.g., some
ethnic or cultural groups)
• Research involving access to confidential records or information
• Research that would lead to stress, anxiety or humiliating among target groups
• Research that involves observation without a participant’s full or informed
consent
 Avoid harm
to
participants

Ensure
Avoid the
Ethical informed
use of
Principles consent of
deception
participants

Respect the
privacy of
participants
 Avoid harm • The term ‘harm’ can embrace a
to wide range of issues including:
participants
• Physical
• Mental
• Emotional harm
• Researcher must stay professional
Ensure and show no reaction to
Avoid the
Ethical informed
use of participants answers
Principles consent of
deception
participants • Identity of participants must stay
anonymous

Respect the
privacy of
participants
 Research participants must be provided
Avoid harm with sufficient and accessible
to
participants information about the research aim and
objective to make decision if they want
to be involved or not (Crow et al., 2006)
• The aim of the research
• Who will be undertaking it
Avoid the
Ensure • Who is being asked to participate
Ethical informed
use of
Principles consent of • What kind of information is being
deception
participants sought
• How much time of the participant is
required
• That participation is voluntary
• Answering questions is voluntary
Respect the
privacy of • Who get access to the data when it is
participants collected
 Avoid harm
to
participants

Deception means researchers Ensure

Avoid the
representing their research as Ethical informed
use of
Principles consent of
something which is not. deception
participants

Respect the
privacy of
participants
 Avoid harm
to
Data Protection Act 1998: participants
• The act relates to both facts and
opinion.
• Personal data must be obtained
fairly and lawfully.
Ensure
• Personal data relates to data that Avoid the
Ethical informed
use of
are held in both electronic form deception Principles consent of
and manual form. participants

• Personal data must be accurate

and kept up-to-date and shall not
be kept more than necessary.
• Personal data shall not be Respect the
transferred to outside of the privacy of
participants
European Economic Area.
Questions
4 Weekly Task
Weekly Task

“To Tape or Not to Tape?” Case Study

Read the case study and prepare your answers for the following questions
• Do you agree with the author’s decision? To what extent?
• What would be the consequences of not recording the focus groups and
interviews discussions?
• If you were expected to do a similar research, what would you have done
differently?
Questions
Dr Mahrokh Roknifard

IB9HU0
Market Research
Week 5: Survey Design
Term 2
Research Methods
Secondary Interview
Exploratory
Primary Qualitative Focus group
Methods

Ethnography/
Observations

Descriptive Primary Quantitative Surveys

Causal Primary Quantitative Experiments

Today’s Lecture: Outline
1. Introduction to Survey Methods

2. Survey Design

3. Weekly Task
1 Introduction to
Survey Methods
Survey
A structured questionnaire given to a sample of a population and designed
to elicit specific information from the respondents.
Overview of Survey Methods

(a large and nationally

representative sample
of households)

Computer- Mall
In-Home
Assisted (CAPI) Intercept

Source: Marketing Research: An Applied Orientation, Global Edition 7th Ed (Malhotra 2020)
Why is the Survey Scope Important?
Why is the Survey Scope Important?
• To ensure that your survey is focused on your research objective(s)
• To obtain useful and actionable insights!
What is your Research Objective(s)?
What is your Research Objective(s)?
What is your Research Objective(s)?
You have to decide what is the most critical objective(s) that can help solve
your marketing problem/tap on the opportunities!

• Have a specific, doable objective

• To understand customer satisfaction better -> to understand the key
factors that are leading our customer to be fulfilled with their
product usage
2 Survey Design
Garbage In Garbage Out!
The quality of the output (insights from data analysis) is determined by the
quality of the input (information that went into it)
• Right Questions
• What questions do you ask?
• How do you allow people to respond?
• Right Sample
• Who do you ask?
• How many people do you ask?
4 Steps in Survey Design

1 2 3 4
Survey Design Determine Program
Scope Questionnaire Sample Survey
• Determine the • Questionnaire • Select the • Choose Survey
Objective Structure Sample Platform
• Decide on the • Question Design • Determine the • Program Survey
Approach and Format Sample Size with Logic
Step 1. Survey Scope

1 2 3 4
Survey Design Determine Program
Scope Questionnaire Sample Survey
• Determine the • Questionnaire • Select the • Choose Survey
Objective Structure Sample Platform
• Decide on the • Question Design • Determine the • Program Survey
Approach and Format Sample Size with Logic
 1 2 3 4
Determine the Objective Design
Survey Determine Program
Questionnair
Scope Sample Survey
e

• Why are you creating this survey?

• What is your main purpose? What do you hope to learn or accomplish?
• What is the management decision you are trying to address?

• Some examples:
• To find out which customer segment to target
• To develop personas for customer segments
• To determine the marketing mix strategy (4P’s, 7P’s)
• and many others!
 1 2 3 4
Decide on the Approach Design
Survey Determine Program
Questionnair
• How do you plan to use the data? Scope
e
Sample Survey

• Are you planning to use marketing framework(s) to make sense of the data?
• If so, which marketing framework(s) are the most suitable?
• Some examples:
• STP marketing model
• Brand positioning map
• Marketing mix (4P’s, 7P’s)
• Consumer decision making process
• Customer perceptual map
• Customer journey map
• and many others!
 1 2 3 4
Points to Note Design
Survey Determine Program
Questionnair
• This step is extremely crucial in guiding Scope
e
Sample Survey

• Questionnaire design
(e.g., what questions to ask, structure of questionnaire)
• Data analysis Objective Sections and Questions
(e.g., how to analyse the data) • Product: 1, 2, 3, 4
• Final report Marketing Mix • Price: 5, 6, 7
(4P’s) • Promotion: 8, 9, 10, 11
(e.g., how to present insights or recommendations) • Place: 12, 13, 14, 15, 16

• Important to ensure that • Psychographic: 17, 18, 19

• Behavioural: 20, 21, 22, 23,
• Each objective has been addressed STP/Develop
24, 25
Personas
(no information left out) • Demographic/Geographic:
• Each question is addressing an objective 26, 27, 28, 29, 30

(no redundant information) • Quality: 31, 32, 33

• Price: 34, 35
• You may use a dummy table to help you Brand Perception
• Delivery: 36, 37
check if you’ve covered everything • Service: 38, 39, 40
Step 2. Design Questionnaire

1 2 3 4
Survey Design Determine Program
Scope Questionnaire Sample Survey
• Determine the • Questionnaire • Select the • Choose Survey
Objective Structure Sample Platform
• Decide on the • Question Design • Determine the • Program Survey
Approach and Format Sample Size with Logic
 1 2 3 4
Questionnaire Structure Survey Design Determine Program
Scope Questionnaire Sample Survey
• What are the major sections?
• Consider the framework that you choose to use
E.g., 4P’s – product, price, place, promotion
segmentation – psychographic, behavioural, demographic, geographic
competitive analysis/perceptual mapping – by brand, by attributes
• Questions related to a common topic should be grouped together
• Flow of the questionnaire
• More general questions should precede more specific questions
E.g., general questions on purchase habits → questions on product preferences → specific
perceptions of the particular brand → personal demographic questions
• Questions should flow in a logical way
E.g., customer journey mapping – questions should follow the steps of the customer journey
• Demographic questions should be put at the end of the questionnaire
 1 2 3 4
Question Design: Do’s Survey Design Determine Program
Scope Questionnaire Sample Survey
• Wording
• Question should be clear (easy to understand)
• Question should be specific (focus on one issue per question)
• Question should be brief and grammatically simple
• Response options
• When appropriate, options should be supported by your qualitative research
• “Others (please specify)” options when the options may not be exhaustive
• “I don’t know” options when the respondent may not be able to answer
• Scales
• Likert-type scales should have 5 – 9 response options (typically 5 or 7-point)
• All numeric labels should be shown
• End-points should be clearly labelled
• “Disagree” options should have lower numeric values than “Agree” options
 1 2 3 4
Question Design: Don’ts Survey Design Determine Program
Scope Questionnaire Sample Survey
• Leading questions
• Avoid using biased language as it leads to inaccurate data
• Make the questions objective, avoid using adjectives
E.g., How much do you like our awesome brand? → How much do you like this brand?
Are you upset with how long the shipping takes? → How do you feel about the shipping duration?

• Loaded questions
• Avoid making assumptions in the questions (if needed, use skip logic)
E.g., How often do you use the loyalty card? → 1. Are you aware of our loyalty card? 2. Have you
used the loyalty card before? 3. How often do you use the loyalty card?

• Double-barrelled questions
• Avoid asking multiple questions in one question (ask one question at a time!)
E.g., How satisfied were you with your hotel room and dinner? → 1. How satisfied were you with
your hotel room? 2. How satisfied were you with the dinner?
 1 2 3 4
Question Design: Don’ts Survey Design Determine Program
Scope Questionnaire Sample Survey
• Double-negative questions
• Avoid using two (or more) negative words in the questions
E.g., To what extent do you disagree that we should not launch this product? → To what extent do
you agree that we should launch this product?

• Absolute questions
• Avoid using extreme language in the questions
E.g., Do you always buy your groceries at Tesco? → How often do you buy groceries at Tesco?

• Unclear questions
• Avoid abbreviations, slangs, or jargons that respondents may not understand
E.g., Does your medical plan include OTC? → Does your medical plan include over-the-counter
(OTC) medication?

• Irrelevant questions
• Do you really need the information?
 1 2 3 4
Question Design: Don’ts Survey Design Determine Program
Scope Questionnaire Sample Survey
• Complex questions
• Avoid long, complex sentences
E.g., If you were in a grocery store and did not see your favourite brand of toothpaste but saw a
new brand of toothpaste with a price promotion… → Keep it simple

• Missing options What is your age?

• Are the options complete? □ 10 – 20
E.g., respondent is 45 years old! □ 21 – 30
□ 31 – 40
• Overlapping options
What is your age?
• Are the options mutually exclusive?
E.g., respondent is 30 years old! □ 10 or younger
□ 10 – 20
□ 20 – 30
□ 30 – 40
□ 40 or older
 1 2 3 4
Question Format Survey Design Determine Program
Scope Questionnaire Sample Survey
Close-Ended Formats
• Multiple Choice How often do you buy groceries?
• Single Option
□ Daily
□ More than once a week
□ Once every week
□ Once every 2 weeks
□ Once every 3 weeks
□ Once a month
□ Less than once a month

• Multiple Options
What cuisine(s) do you typically order through the app?
(select all that apply)
□ British □ Thai
□ Italian □ Indian
□ Chinese □ Mexican
□ Japanese □ Others (please specify)
 1 2 3 4
Question Format Survey Design Determine Program
Scope Questionnaire Sample Survey
Close-Ended Formats
• Dichotomous Have you purchased a laptop in the last 12 months?
• 2 options □ Yes (continue to Q5) □ No (skip to Q8)
• May involve skip logic
Please rank the following in order of importance in your
purchase decision
• Rank Order (1 = most important; 5 = least important)
• Rank the options
• Make sure to specify the order ____ Menu Variety
____ Price
____ Service
____ Location
____ Taste

• Slider Scale How much are you willing to pay for this product?
• Good when you want respondents
to give a precise quantitative answer 0 1 2 3 4 5 6 7 8 9 10
_____________________________________________________
(e.g., willingness to pay)
 1 2 3 4
Question Format Survey Design Determine Program
Scope Questionnaire Sample Survey
Close-Ended Formats
• Likert Scale To what extent did you find the movie enjoyable?
• Odd number of options preferred Not at all Very much
• Typically 5 or 7-point 1 2 3 4 5 6 7
• Clearly label the end-points
(1) Not at all – (7) Very much
To what extent do you agree with this statement:
(1) Very dissatisfied – (7) Very satisfied
(1) Strongly disagree – (7) Strongly agree “xxxxxxxxxx”
(1) Not at all helpful – (7) Very helpful Strongly disagree Strongly agree
1 2 3 4 5 6 7

How satisfied are you with the delivery time?

Very dissatisfied Very satisfied
1 2 3 4 5 6 7
 1 2 3 4
Question Format Survey Design Determine Program
Scope Questionnaire Sample Survey
• Likert Scale
• May be used to create a composite score

To what extent are you satisfied with the quality of your dinner tonight?
Calculate the
Not at all Very much average
1 2 3 4 5 6 7
for an overall
To what extent are you satisfied with the quality of the starters tonight? “Quality of
Food” score
Not at all Very much
1 2 3 4 5 6 7 Very useful
to obtain a
To what extent are you satisfied with the quality of the main course tonight? holistic measure
Not at all Very much of perceptions
1 2 3 4 5 6 7 or attitudes on a
brand, product,
To what extent are you satisfied with the quality of the dessert tonight?
company, or any
Not at all Very much particular topic
1 2 3 4 5 6 7
 1 2 3 4
Question Format Survey Design Determine Program
Scope Questionnaire Sample Survey
Open-Ended Formats
• Open Response Do you have any other suggestions or comments on
• NOT recommended to have what you would like to see on our app?
too many of these as
respondents generally
do not like them

• Part of Multiple Choice Which promotion do you find most attractive?

• May be included when □ Price discount 20% □ Free gift (notebook)
□ £5 off next purchase □ Free gift (mug)
you think there may be □ Buy-1-get-1 free □ Others (please specify)
other possible options
Questions
Step 3. Determine Sample

1 2 3 4
Survey Design Determine Program
Scope Questionnaire Sample Survey
• Determine the • Questionnaire • Select the Sample • Choose Survey
Objective Structure • Determine the Platform
• Decide on the • Question Design Sample Size • Program Survey
Approach and Format with Logic
 Select the Sample

Sample types

Probability Nonprobability

Simple
Stratified Systematic Cluster Quota Convenience Purposive Chain Referral
Random
 1 2 3 4
Select the Sample Survey Design Determine Program
Scope Questionnaire Sample Survey
Probability Sampling Methods
• Simple Random Sampling
The researcher uses random numbers from a computer,
random digit dialing, or some other random selection
procedure that guarantees each member of the population
in the sample frame has an identical chance of being
selected into the sample.
 1 2 3 4
Select the Sample Survey Design Determine Program
Scope Questionnaire Sample Survey
Probability Sampling Methods

• Stratified Sampling
If the population is believed to have a skewed distribution
for one or more of its distinguishing factors (e.g., income
or product usage), the researcher identifies subpopulations
in the sample frame called strata. A simple random sample
is then taken of each stratum. Weighting procedures may
be applied to estimate population values, such as the mean.
This approach is better suited than other probability
sampling methods for populations that are not distributed
in a bell-shaped pattern (e.g., skewed).
 1 2 3 4
Select the Sample Survey Design Determine Program
Scope Questionnaire Sample Survey
Probability Sampling Methods
• Systematic Sampling
Using a sample frame that lists members of the population,
the researcher selects a random starting point for the first
sample member. A constant skip interval, calculated by
dividing the number of population members in the sample
frame by the sample size, is then used to select every other
sample member from the sample frame. This procedure
accomplishes the same end as simple random sampling,
and it is more efficient.
 1 2 3 4
Select the Sample Survey Design Determine Program
Scope Questionnaire Sample Survey
Probability Sampling Methods

• Cluster Sampling
The sample frame is divided into groups called clusters,
each of which must be highly similar to the others. The
researcher can then randomly select a few clusters and
perform a census of each one (one stage). Alternatively, the
researcher can randomly select more clusters and take
samples from each one (two stage). This method is
desirable when highly similar clusters can be easily
identified, such as subdivisions spread across a wide
geographic area.
 1 2 3 4
Select the Sample Survey Design Determine Program
Scope Questionnaire Sample Survey
Nonprobability Sampling Methods
• Quota Sampling
The researcher identifies quota characteristics, such as
demographic or product use factors, and uses these to
set up quotas for each class of respondent. The sizes of
the quotas are determined by the researcher’s belief
about the relative size of each class of respondent in the
population. Often, quota sampling is used as a means of
ensuring that convenience samples will have the desired
proportion of different respondent classes.
 1 2 3 4
Select the Sample Survey Design Determine Program
Scope Questionnaire Sample Survey
Nonprobability Sampling Methods
• Convenience Sampling
The researcher or interviewer uses a high-traffic
location, such as a busy pedestrian area or a shopping
mall, as the sample frame from which to intercept
potential respondents. Sample frame error occurs in
the form of members of the population who are
infrequent users or nonusers of that location. Other
error may result from any arbitrary way the interviewer
selects respondents from the sample frame.
 1 2 3 4
Select the Sample Survey Design Determine Program
Scope Questionnaire Sample Survey
Nonprobability Sampling Methods
• Purposive Sampling
The researcher uses his or her judgment or that of
some other knowledgeable person to identify who will
be in the sample. Subjectivity and convenience enter in
here; consequently, certain members of the population
will have a smaller chance of selection than will others.
 1 2 3 4
Select the Sample Survey Design Determine Program
Scope Questionnaire Sample Survey
Nonprobability Sampling Methods
• Chain Referral Sampling
Respondents are asked for the names or identities of
others like themselves who might qualify to take part in
the survey. Members of the population who are less
well known or disliked or whose opinions conflict with
the selected respondents have a low probability of
being selected.
 1 2 3 4
Determine Sample Size Survey Design Determine Program
Scope Questionnaire Sample Survey
• Sample Size Formula

• Online calculators:
[Link]

• General Rules of Thumb

• Surveys: n ≥ 100
• Correlation analyses: n ≥ 50 per segment
• Experiments: n ≥ 50 per condition
Step 4. Program Survey

1 2 3 4
Survey Design Determine Program
Scope Questionnaire Sample Survey
• Determine the • Questionnaire • Select the • Choose Survey
Objective Structure Sample Platform
• Decide on the • Question Design • Determine the • Program Survey
Approach and Format Sample Size with Logic
 1 2 3 4
Questionnaire Structure Survey Design Determine Program
Scope Questionnaire Sample Survey
• Choose survey platform
• There are many platforms available online (with free trial versions)
e.g., Qualtrics, SurveyMonkey, SnapSurveys, SmartSurvey, KeySurvey, Google Forms, MS Forms, etc.
Note: free trial versions may have limits on duration, number of questions, number of responses
• Choose the platform you’re most comfortable with
• Program survey with logic
• Create your questionnaire on the platform
• Select the appropriate question format for each question
• Use appropriate logic
• Skip logic: skip to another question based on the answer given to this question
e.g., Have you ever shopped at Tesco? (No – skip to Q9)
• Display logic: display a question based on the answer given to a previous question
e.g., display this question only if the respondent answered “Yes” to Q3
• Pre-test the questionnaire (yourself or ask your friends/family)
• Launch! (create a link and share with your target respondents)
Questions
3 Weekly Tasks
Weekly Task
• Survey: Understanding Buyer Behaviour
• Critique each question and explain how it could be improved?
• Suggest some questions that could be used to understand shopping
behaviour, for both goods and services, in a midwestern city.
• How should the revised questionnaire be reordered?
• Articles
• “The Power of Positive Surveying”, Harvard Business Review, 2017
• “Why Your Customer Surveys Are (Probably) Inaccurate”, Gibbons, Forbes,
2019
• Qualtrics Warwick Students Account
• Sign up and try out Qualtrics survey software
• Warwick students have free! access to the full institutional account:
[Link]
osoft_apps/qualtrics/
Questions
Dr Mahrokh Roknifard
Assistant Professor of Marketing

IB8HU0
Market Research
Week 6: Data Analysis
Term 2
Today’s Lecture
Data
Analysis

Levels of
Error types
Measurement

Systematic
Nominal Ordinal Interval Ratio Random error
error
1 Data Analysis
Source: Intellispot
 Nominal

Types of
Ratio Data Ordinal

Analyses

Interval
 The four level of measurement
Nominal Ordinal Interval Ratio

Categories
* * * *
Rank Order
* * *
Equal Spacing
* *
True Zero
*
Nominal Data
• It is sorted into categories that are individually exclusive within a
variable.
• Can only be labelled
• Can be expressed in words or in numbers
• Open-end and close-end questions
• Categorical options: e.g., race, religion, gender, yes/no, etc.
 The four level of measurement
Nominal Ordinal Interval Ratio

Categories
* * * *
Rank Order
* * *
Equal Spacing
* *
True Zero
*
Ordinal Data
• It is categories within a variable that have a natural rank order.
• Closed-ended questions
• Often include ratings about the following:
• A product characteristic: sweetness, consistency, strength
• Frequency of use: most used, next most used
• Recency of used: last used, next to last used
• Perceived price: most expensive to least expensive
• Ease of comprehension: easiest to understand to most difficult.
 The four level of measurement
Nominal Ordinal Interval Ratio

Categories
* * * *
Rank Order
* * *
Equal Spacing
* *
True Zero
*
Interval Data
• Numerical with proportional intervals
• Numerical answers where ‘0’ has no true meaning, most Likert-type
scales: e.g., 1 (not at all) to 7 (very much)
Ratio Data
• Numerical with proportionate intervals + true zero
• Numerical answers where ‘0’ has a true meaning, e.g., age, number of
items bought, number of children, amount of money, etc.
Types of Data Analyses
The levels of measurement inform you on the type of analyses to report

Levels of
Question Format Analyse/Report
Measurement
Dichotomous
Frequency and/or
Nominal Multiple Choice (single)
percentage distribution
Multiple Choice (multiple)

Cumulative percentage
Ordinal Rank Order
distribution

Interval Likert Scale Mean and standard deviation

Slider Scale
Ratio Open-Response (numerical)
Mean and standard deviation
Presentation of Data Analyses
You may present your data in tables
and/or charts

Tables Charts
• Highly recommended for easy data
• Ensure that all table elements are
visualisation
present
• Table title
• Ensure all chart elements are present
• Row labels • Chart title
• Column labels • Data labels
• Legend
• Simple and professional
• Horizontal and vertical axes (for
• Use 1 decimal place unless graphs)
convention demands (e.g., currency) • Simple and professional
• Use 1 decimal place unless convention
demands (e.g., currency)
Nominal: Dichotomous

Link to sample survey (used for examples): [Link]

Nominal: Dichotomous
Table Chart

Respondents who purchased breakfast cereal in the Respondents who purchased breakfast cereal in the
last 12 months last 12 months
Question: Have you purchased breakfast cereal in the last 12 Question: Have you purchased breakfast cereal in the last 12
months? (Yes/No) months? (Yes/No)

Frequency Percentage
Yes 168.0 84.0% 32.0,
16%
No 32.0 16.0%
Total 200.0 100.0%

168.0,
84%

Yes No
Nominal: Multiple Choice (single)
Nominal: Multiple Choice (single)
Table Chart
Frequency of eating breakfast cereal Frequency of eating breakfast cereal
Question: How often do you eat breakfast cereal? Question: How often do you eat breakfast cereal?

Frequency Percentage
14.0,
Daily 62.0 31.0%
7%
25.0,
4-6 times a week 36.0 18.0% 62.0,
13%
31%
2-3 times a week 45.0 22.5%
18.0,
Once a week 18.0 9.0% 9%

Less than once a week 25.0 12.5%

36.0,
Never 14.0 7.0% 45.0,
18%
22%
Total 200.0 100.0%

Daily 4-6 times a week

2-3 times a week Once a week
Less than once a week Never
Nominal: Multiple Choice (multiple)
Nominal: Multiple Choice (multiple)
Table Chart
Past purchase brands Past purchase brands
Question: Which of the following breakfast cereal brands have Question: Which of the following breakfast cereal brands have
you purchased from in the past? Please select all that apply. you purchased from in the past? Please select all that apply.

Frequency
140.0 126.0
Weetabix 126.0
120.0

Number of Respondents
Nestle 89.0
100.0 89.0 90.0
Quaker Oats 62.0
80.0
62.0
Kellogg’s 90.0
60.0
None of these 25.0 40.0 25.0
Total 392.0 20.0
NOTE: since the options are not mutually exclusive, the 0.0
percentages do not add up to 100%, no need to report Weetabix Nestle Quaker Kellogg's None of
Oats these
Ordinal: Rank Order
Ordinal: Rank Order
To analyse rank order data, we need to calculate the average rank
1. Reverse the weights
• Reverse the weights such that the most preferred option (which they rank as #1) has the largest
weight (5), and their least preferred option (which they rank as #5) has the lowest weight (1)
• The #1 option has a weight of 5
• The #2 option has a weight of 4
• The #3 option has a weight of 3
• The #4 option has a weight of 2
• The #5 option has a weight of 1

2. For each option (attribute), calculate using the formula

Ordinal: Rank Order
To analyse rank order data, we need to calculate the average rank
Example
• For the attribute ‘value for money’
• 32 respondents ranked it as the #1 option (weight of 5)
• 46 respondents ranked it as the #2 option (weight of 4)
• 65 respondents ranked it as the #3 option (weight of 3)
• 38 respondents ranked it as the #4 option (weight of 2)
• 19 respondents ranked it as the #5 option (weight of 1)

• Using the formula, we have:

[ (32 * 5) + (46 * 4) + (65 * 3) + (38 * 2) + (19 * 1) ] / 200 = 3.2

• Repeat the above steps for each of the other options (attributes), and you will have an average
rank for each (the average rank will fall between 1–5 if you have 5 options)
Ordinal: Rank Order
To analyse rank order data, we need to calculate the average rank
Example
• For the attribute ‘value for money’
• 32 respondents ranked it as the #1 option (weight of 5)
• 46 respondents ranked it as the #2 option (weight of 4)
• 65 respondents ranked it as the #3 option (weight of 3)
• 38 respondents ranked it as the #4 option (weight of 2)
• 19 respondents ranked it as the #5 option (weight of 1)

• Using the formula, we have:

[ (32 * 5) + (46 * 4) + (65 * 3) + (38 * 2) + (19 * 1) ] / 200 = 3.2

• Repeat the above steps for each of the other options (attributes), and you will have an average
rank for each (the average rank will fall between 1–5 if you have 5 options)
Ordinal: Rank Order
Table Chart
Average rank of attributes Average rank of attributes
Question: When it comes to purchasing breakfast cereal, how Question: When it comes to purchasing breakfast cereal, how
important are each of the following attributes to you? important are each of the following attributes to you?
(rank: 1 = most important, 5 = least important) (rank: 1 = most important, 5 = least important)

Average Rank 4.0

3.5
High in nutrients 3.5 3.5 3.2
2.9
3.0
Value for money 3.2

Average Rank
2.5 2.2
Stays crunchy in milk 2.9 2.0
Low calories 2.2 1.5
0.9
Available in different sizes 0.9 1.0
0.5
NOTE: rearrange the options to present them in the order of the 0.0
average rank (highest to lowest) High in Value for Stays Low Available
nutrients money crunchy in calories in different
milk sizes
Interval: Likert Scale
Interval: Likert Scale
Table Chart
Average rank of attributes Average rank of attributes
Question: When it comes to purchasing breakfast cereal, how Question: When it comes to purchasing breakfast cereal, how
important are each of the following attributes to you? important are each of the following attributes to you?
(1 = not at all, 7 = very much) (1 = not at all, 7 = very much)

Mean SD 7.0 6.3

5.9
Value for money 5.9 0.5 6.0
Low calories 3.4 0.7 5.0 4.2

Average Rank
High in nutrients 6.3 0.9 4.0 3.4
3.0
Stays crunchy in milk 4.2 0.7 1.9
2.0
Available in different sizes 1.9 0.9
1.0
0.0
Value for Low High in Stays Available
money calories nutrients crunchy in in different
milk sizes
Ratio: Slider Scale/Open-Response (numerical)
Ratio: Slider Scale
Table Chart
Willingness to pay Willingness to pay
Question: In general, how much would you pay for a regular sized Question: In general, how much would you pay for a regular sized
box (500g) of breakfast cereal? box (500g) of breakfast cereal?

Mean SD
3.0
Overall 2.7 0.5 2.9
2.9

Willingness to Pay (GBP)

NOTE: if you’re interested in segmentation, it is useful to analyse
questions by different segments (e.g., gender, race, age groups) 2.8
2.7
2.7
Willingness to pay
2.6
Question: In general, how much would you pay for a regular sized 2.5
box (500g) of breakfast cereal? 2.5
Mean SD 2.4

Overall 2.7 0.5 2.3

Overall Male Female
Male 2.5 0.6
Female 2.9 0.4
Other: Number of Mentions
Other: Number of Mentions
Table Chart
Top-of-mind brand mentions Top-of-mind brand mentions
Question: When you think of breakfast cereal, what brands come Question: When you think of breakfast cereal, what brands come
to mind? Please enter up to 5 in the boxes below. to mind? Please enter up to 5 in the boxes below.

Frequency
100.0 89.0
Weetabix 89.0
90.0
78.0

Number of Respondents
Nestle 53.0 80.0
70.0 63.0 64.0
Quaker Oats 63.0
60.0 53.0 52.0
Kellogg’s 78.0 50.0 46.0

Tesco 64.0 40.0

30.0
Alpen Original 52.0 20.0
Others 46.0 10.0
0.0
Total 445.0
NOTE: since the options are not mutually exclusive, the
percentages do not add up to 100%, no need to report
Understanding Relationships: Correlations
To analyse the relationship between two variables, analyse correlations
Correlation
• Only used when both variables are in interval or ratio formats
(not nominal or ordinal formats)
• e.g., age and willingness to pay, income and number of items bought, etc.

Correlation coefficient
• A value that falls between -1 and +1
• Strength of correlation
• In general, the larger the correlation coefficient, the stronger the relationship
(IMPORTANT: this requires further statistical tests to check if it is statistically significant)
• Direction of correlation
• + value: the two variables are positively correlated (as one increases, the other also increases)
• - value: the two variables are negatively correlated (as one increases, the other decreases)
Understanding Relationships: Correlations
Correlations can be presented using scatter diagrams

No relationship Negative relationship Positive relationship

2 Error Types
Types of Errors and Strategies for Minimizing Errors

Frame error
Random error
Sample design Population
Error types
error specification error
Systematic error
Measurement
Selection error
errors
 Types of Errors and Strategies for Minimizing Errors
Error types Strategies
1. Random error Requires increasing sample size
2. Systematic error Requires minimising sample design and measurement
errors
a) Sample design error i. Requires changing the sub-population is used to
i. Frame error select a sample
ii. Population specification error ii. Happens due to the wrong definition of the
iii. Selection error population of interest. Requires better understanding of
the population and sample’s specifications.
iii. Requires selection procedures that will ensure
randomness. Also, need to have a control quality check.
b) Measurement errors 1. No leading questions (response bias)
2. No unclear questions (nonresponse bias)
3. Using the right software and a functioning computer
(processing error)
3 Weekly Task
Weekly Task
Articles
• "Actionable Insights: The Missing Link Between Data And Business
Value", Dykes, Forbes, 2016
• "When Good Data Analytics Is Bad (And How To Stop It)", Bridgwater,
Forbes, 2023
Case Study
Assessing the Impact of a Community Program for Young Girls:
Literature Review, Questionnaire Survey Methods, and Survey Data
Analysis
Questions
Dr Mahrokh Roknifard

IB9HU0
Market Research
Week 7: Causal Research
Term 2
Research Methods
Secondary Interview
Exploratory
Primary Qualitative Focus group
Methods

Ethnography/
Observations

Descriptive Primary Quantitative Surveys

Causal Primary Quantitative Experiments

1 Causal Research
What is Causal Research?
It identifies the extent and nature of cause-and-effect relationships between two or
more variables.

• It enables market researchers to predict hypothetical occurrences and outcomes

while improving existing strategies.
• This allows researchers to immediately see how variables affect each other and
under what circumstances.
• It is widely used to help understand the impact of changes in internal or
commercial strategy to the business bottom line.
“It’s easier to draw the right conclusions
using data generated through experiments
than by studying historical transactions.”—
Eric T. Anderson and Duncan Simester
Causal Research

Key terms

Independent Dependent Control

Causation Correlation
variables variables variables

Cause variables Effect variables What you hold What you describe Any relationship
constant; hopefully as the cause-and- between two variables
everything else! effect relationship. in the experiment.
Correlation ≠ Causality!
What is correlation?
• Correlation
• Simply tells us that there is a relationship between two variables
• Does not show cause-and-effect
• E.g., there is a relationship between X and Y, not X leads to Y or Y leads to X
• Sometimes, there is a third unobserved variable (‘Z’) that is causing the
effects on both X and Y
• Other times, it is pure coincidence!
Correlation ≠ Causality!
What is correlation?
• Correlation
• Simply tells us that there is a relationship between two variables
Correlation ≠ Causality!
What is causality?
• Causality
• Tells us that change in one variable will cause a change in another variable
• Shows cause-and-effect
• E.g., X leads to Y
Three Levels
of Causation

Absolute Conditional Contributory

Causality Causality Causality
Why is causality important in research?
• Causal Research
• Helps managers to know what to do to cause a change in, for example:
• Increase in sales or market share
• More website visits
• Higher customer satisfaction, etc.
• Experiments are the methods used for causal research
Experiments
What are experiments?
• Experiments
• A type of study in which one or more independent variables are manipulated
to see how one or more dependent variables are affected
Key elements of experiments
• Independent Variables (IV or ‘X’)
• The variables over which the researcher has control and manipulates to
measure the effect on the dependent variables
• Dependent Variables (DV or ‘Y’)
• The variables that are measured in response to changes in independent
variables
Hypothesis design
A hypothesis is an unproven statement or proposition about a factor or
phenomenon (to be tested empirically).

• It pinpoints the key variables in the study.

• It knows the direction for the prediction (A leads to B).
• It uses short and comprises clear and simple language.
Experiments
To demonstrate causation (that A mostly caused B), one must be able to
show three things:

Elimination of other
Concomitant
Temporal sequence possible causal
variation
factors
Experimental setting

Lab Experiment Field Experiment

Lower level of control over
Highly controlled setting the setting
Lower focus on getting
Accurate measurements accurate measurements

Artificial environment Natural setting

Short in time of study Long duration

Extraneous variables
An extraneous variable is any factor that is not the independent variable
that can affect an experiment's dependent variables, which are the
controlled conditions.

Variables

Situational Participant Experimenter History Selection Bias

How can we control the
influence of extraneous
variables?
Experimental design
The purpose of an experimental design is to ensure that any change in the
dependent variable is solely due to the change in the independent
variable, and this is achieved through random assignment

Random Assignment
Experimental design
The purpose of an experimental design is to ensure that any change in the
dependent variable is solely due to the change in the independent
variable, and this is achieved through random assignment

Random Assignment Not Random Assignment

Experimental design
The purpose of an experimental design is to ensure that any change in the
dependent variable is solely due to the change in the independent
variable, and this is achieved through random assignment

Random Assignment Participants of the experiment

are randomly assigned to either:
• Control group (A)
• Not exposed to the change in
independent variable
• Treatment group (B)
• Are exposed to the change in
independent variable
A guide to conducting smart business experiments

• Test customer response

• depends on how easily they can observe outcomes
• Offline interactions vs online channels
• B2B vs B2C “Half the money I spend on advertising is wasted; the
trouble is, I don’t know which half.”– John Wanamaker
• Think Like a Scientist
• a control group
• a feedback mechanism
• Behavioral: measure actions—ideally, actual purchases
• Perceptual: measures indicate how customers think they will respond to
your actions—surveys, focus groups, conjoint studies, and other
traditional forms of market research
Which Organizations do the Most
Number of Experiments Per Year?
• The most innovative businesses run thousands of experiments per year:
• Intuit: 1,300
• P&G: 7,000–10,000
• Google: 7,000
• Amazon: 1,976
• Netflix: 1,000

Our success at Amazon is a function of how

many experiments we do per year, per month,
per week, per day.
-- Jeff Bezos (Founder), Amazon
Experimentation in the industry: A/B Testing
A/B Testing by Netflix

Source: [Link]
A/B Testing by Netflix

Source: [Link]
A/B Testing by Netflix

Source: [Link]
 Notes to consider for organisations
Improve experiences Difficult to administer

Improve internally
Time and money constraints
Enhance reliability and accuracy of
results
Requires additional research to
Test out new theories or ideas ensure validity

Fix issues quickly Risk of contamination

Questions
Dr Mahrokh Roknifard

IB9HU0
Market Research
Week 8: Forecasting
Term 2
Today’s Lecture
• Forecasting
• Qualitative methods
• Delphi technique
• Customer survey
• Executive opinion
• Quantitative methods
• Moving average
• Exponential smoothing
• Trend
• Weekly task
1 Introduction to
Forecasting
Definition(s)
Armstrong (1985)

• The process of estimating future events or

conditions based on past data, present
conditions, and knowledge of trends

Wilson and Giligan (2012)

• The systematic examination of past and

present data to make informed
projections about future market
conditions, customer preferences, sales
volumes, and other relevant factors
 What is the importance
of forecasting in strategic
marketing?
Research techniques
Forecasting

Qualitative Quantitative
methods methods

Delphi Customer Executive Moving Exponential Trend

technique survey opinion average smoothing projection
Qualitative approaches
 Delphi technique

A procedure to ‘‘obtain the most reliable consensus

of opinion of a group of experts . . . by a series of
intensive questionnaires interspersed with controlled
opinion feedback’’ (Dalkey and Helmer, 1963, p. 458)

In business forecasting, it is an expert panel’s

interactive discussion, assuming collective judgments
are more valuable than individuals
Delphi technique
• It is a structured technique
• modulates a group communication process effectively
• deals with complex problems

• The method is particularly useful when:

• the problem at hand ‘‘does not lend itself to precise analytical techniques but can benefit
from subjective judgements on a collective basis’’ (Linstone and Turoff, 1975,p. 4).
The final judgment is seen as an
equal weighting of the members
of a staticized group.
Key features of Delphi technique
• Anonymity
• Achieved using questionnaires
• Allows expressing opinions and judgments privately -> undue social pressures
• Iteration
• Provides the opportunity to change answer
• Controlled feedback
• Allows members to be informed of the opinions of their anonymous colleagues
• Presented as a simple statistical summary of the group response
• Statistical aggregation
• A mean or median value (i.e., the average ‘group’ estimate of the date by when an
event is forecast to occur)
• Arguments from individuals whose judgments fall outside certain pre-specified limits
Rowe and Wright (1999)
 Delphi technique
Surveys The effects of feeding back experts’ own
initial ratings on three outcome
• Online and offline approaches measures:
• The median number of items in a Delphi 1. the percentage of questionnaire
survey was 59, with a minimum of 11 items on which experts changed
items and a maximum of 767 their opinion
• It can take between 20- to 25-mins to 2. the degree to which experts
answer the questions changed their ratings towards the
• Survey items may not be numbered group response
3. the increase in the level of
agreement among experts
 Customer survey
It is used for listening to your current It is used for listening to your potential
customers, to understand their customers, to understand their
opinions, attitudes, and buying opinions, attitudes, and buying
behaviour. behavior.
It can help with better planning for It can help with building a strong
future customer service demand using profile for customer segmentation in
historical data, trends, and statistical the new market.
analysis

• Buyers’ likely consumption of a

product
• Their future buying plans
• The market share of the company
 Executive opinion
When executives from various corporate functions involved in forecasting sales
(e.g., finance, marketing, sales, production, and logistics) meet to generate
forecasts, is the meeting is termed a jury of executive opinion.
 Executive opinion
• One of the most familiar and frequently used of all forecasting techniques
(Mentzer & Kahn, 1995)
• Relatively simple forecasting technique to implement
• Valuable when changes in existing demand patterns are anticipated or
when there is no historical demand data available for quantitative
forecasting analyses (e.g., new product forecasts)
• Elements must be met to stay away from biases:
• Understanding the interaction between the business plan and the sales
forecasts
• Equal power among the team
• Making selected, relevant background information available to comprise
the jury
Questions
Quantitative approaches
 Components of a Time Series
• A time series is the sequence of values
recorded at successive intervals of time.
• It consist of four possible components:
1. Trend (T): the general upward or
downward movement of the data over
a relatively long period of time
2. Seasonal (S): a pattern of fluctuations
above or below an average value that
repeats at regular intervals
3. Cyclical (C): a pattern in annual data
that tends to repeat every several year.
4. Random (R): consists of irregular,
unpredictable variation in a time
series.
Time-Series Models

• Two basic forms

• Multiplicative

Demand = T  S  C  R

• Additive

Demand = T + S + C + R

• Combinations are possible

 Forecasting Accuracy
• To know how accurate our forecast values are we Month Actual Forecast Absolute Value
Sales Sales of Errors
need to compare them to the actual or observed
values. 1 110 - -

Forecast Error = Actual value – Forecast value 2 100 110 |110-100| = 10

3 120 100 |120-100| = 20

4 140 120 |140-120| = 20

5 - 140 -

MAD =
 forecast error Sum of Errors = 50
Mean Absolute Deviation (MAD) = 50/3 = 16.7
n
A naïve approach to get the forecast value (without considering component of time series) is
to use the current value for the next period.
• To magnify the months that have larger errors on the average value
we can use Mean Square Error
∑ 𝑎𝑐𝑡𝑢𝑎𝑙 −𝑓𝑜𝑟𝑐𝑎𝑠𝑡 2
MSE =
𝑛
Σ – a symbol that means “sum”
n – sample size
actual – the actual data value
forecast – the predicted data value

• Mean Absolute Percentage Error (MAPE) is used to express the

percentage of error on values
𝑒𝑟𝑟𝑜𝑟𝑠
∑|𝐴𝑐𝑡𝑢𝑎𝑙|
MAPE = 100%
𝑛
Example
 Example
∑ 𝑎𝑐𝑡𝑢𝑎𝑙 −𝑓𝑜𝑟𝑐𝑎𝑠𝑡 2
Mean Absolute Deviation (MAD) MSE =
𝑛
67-70=3 3x3=9
50-49=1 1x1=1
36-38=2 2x2=4
74-76=2 2x2=4
84-83=1 1x1=1
84-80=4 4x4=16

Total=13 Total=35
13/6=2.1 35/6=5.8
𝑒𝑟𝑟𝑜𝑟𝑠
∑| |
𝐴𝑐𝑡𝑢𝑎𝑙
MAPE = 100%
𝑛
3/67=0.044
1/50=0.02
2/36=.056
2/74=0.027
1/84=0.012
4/84=0.048

Total=0.207
0.207/6=0.034 -> 0.034x100%=3.4%
 Moving Average
• If all-time series values are random with no trend or seasonal component, Moving
average can be more appropriate.
• Moving average assume the demands in market will stay relatively constant. Then
an average value over few months is calculated. This will smooth out irregularities
in the data series:
𝑆𝑢𝑚 𝑜𝑓 𝑑𝑒𝑚𝑎𝑛𝑑𝑎 𝑖𝑛 𝑝𝑟𝑒𝑣𝑖𝑢𝑠𝑒 𝑛 𝑝𝑒𝑟𝑖𝑜𝑑𝑠
Moving Average Forecast =
𝑛
Yt + Yt −1 + ... + Yt −n +1 Period Actual sale MAF
Ft +1 =
n Jan 2023 £12,000 -
Feb 2023 £12,356 -
March 2023 £13,276 |12000+12356|/2 = £12,178
April £12,450 |12356+13276|/2 = £12,816
 Moving Average
• To add weight to each month we can use:
∑ 𝑤𝑒𝑖𝑔ℎ𝑡 𝑣𝑎𝑙𝑢𝑒 ∗𝑎𝑐𝑡𝑢𝑎𝑙 𝑣𝑎𝑙𝑢𝑒
Weighted Moving Average = ∑ 𝑤𝑒𝑖𝑔ℎ𝑡 𝑣𝑎𝑙𝑢𝑒𝑠
Weight Applied Period
3 Last month Sum of the weight values
2 2 months ago
3+2+1=6
1 3 months ago

Period Actual sale 3-Month WMA

Jan 2023 £12,000
Feb 2023 £12,356
March 2023 £13,276
April £12,450 (3x13276)+(2x12356)+(1x12000)/6= 12756
May - (3x12450)+(2x13276)+(1x12356)/6= 12,709
Weighting the last month more heavily provides a much more accurate projection and calculation the MAD
for each of these would verify this improvement
 Exponential Smoothing
• It reduces the importance of aging historical data
• This is one of the common methods that uses Moving Average
New forecast = Last periods forecast + 𝛼 (Last period actual demand – last period forecast)
Ft+1 = Ft + 𝛼 ( Yt – Ft)
Where
Ft+1 = new forecast
Ft = previous forecast
𝛼 = Smoothing constant (between 0 and 1)
Yt = Previous periods actual demand
• When applying smoothing modal for the first time, normally the first value is
assumed. This can be the actual first value -> assuming 0 error
 Exponential Smoothing
New forecast = Last periods forecast + 𝛼 (Last period actual demand – last period forecast)

Quarter Actual Forecast with Absolute Forecast with Absolute

sales 𝛼 = 0.10 deviations for 𝛼 𝛼 = 0.50 deviations for 𝛼 =
= 0.10 0.50
1 180 175 (this is assumption) |180-175| = 5 175 |180-175| = 5
2 168 175+0.10(180-175)=175.5 |168-175.5|=7.5 177.5 9.5

3 159 174.75 15.75 172.75 13.75

4 175 173.18 1.82 165.88 9.12

MAD = 7.5 MAD = 9.3

So, in this example 𝛼 = 0.10 is better than 𝛼 = 0.50

 Seasonal Variation
• When analysing time series data recurring variations at certain seasons of the
make makes seasonal adjustments in the forecasting necessary. Therefore,
seasonal index is often used to adjust the forecasting.
• Seasonal Index shows how a season (this could be a month or a quarter)
compares to an average season.
• Index 1 means an average season
• Index > 1 means values in that season tends to be higher than average.
• Index < 1 means values in that season tends to be lower than average
• One way to use seasonal indexes is to divide each sale in a time series by
that season's index to “de-seasonalised data” then forecasting techniques
can be used on the data for calculating future values.
• Once values were calculated we can multiply them by the seasonal indexes to
get final values.
Month Sales Demand Average of 2 years demand Average monthly Average seasonal
demand index
Year 1 Year 2
1 80 100 (100+80)/2 = 90 1128/12 = 94 94/90 = 0.957
2 85 75 80 94 0.851
3 80 90 85 94 0.904
4 110 90 100 94 1.064
5 115 131 123 94 1.309
6 120 110 115 94 1.223
7 100 110 105 94 1.117
8 110 90 100 94 1.064
9 85 95 90 94 0.957
10 75 85 80 94 0.851
11 85 75 80 94 0.851
12 80 80 80 94 0.851
Total average = 1128
Seasonal Indices With No Trend
 Including Trends

• If there is a trend in data, that needs to be accounted in our models.

• Two main techniques are:
1. smoothing with trend
2. trend projections
 Exponential Smoothing with Trend
Smooth forecast = previous forecast including trend + 𝛼 (Last period actual
demand – last period forecast including trend)
Then update the trend using:
Smoothed Trend = previous Trend + β (current smooth forecast - last
period forecast including trend)

SO:
Forecast including Trend = Smoothed trend + Smoothed forecast
 Smooth forecast = previous forecast including trend + 𝛼 (Last period
actual demand – last period forecast including trend)
Smoothed Trend = previous Trend + β (current smooth forecast - last
period forecast including trend)
Period Actual Forecast with 𝛼 = 0.3 Trend with β = 0.4 Forecast
Sale including Trend

1 74 74 0 74

2 79 74+0.3(74-74) = 74 0+0.4(74-74)=0 74+0=74

3 80 74+0.3(79-74) = 75.5 0+0.4(75.5-74)=0.6 0.6+75.5=76.1

4 90 77.27 1.068 78.338

Trend Projections

• Fits a trend line to a series of historical data points

• Projected into the future for medium- to long-range forecasts
• Trend equations can be developed based on exponential or quadratic models
• Linear model developed using regression analysis is simplest

Ŷ = b0 + b1 X
2 Weekly Task
Weekly Task
Articles
• Forecasting During Times Of Economic Uncertainty: Four Modern Strategies,
Ledergor, Forbes, 2022
• Forecasting Accuracy: Overcoming A Major Sales Industry Hurdle, Mishra, Forbes,
2025
• Six Rules for Effective Forecasting, Saffo, HBR, 2007
• The Wisdom of (Expert) Crowds, Duboff, HBR, 2007
Questions
Dr Mahrokh Roknifard

IB9HU0
Market Research
Week 9: Project Management
Term 2
Today’s Lecture

• Project Management
• PERT/CPM
• Weekly Task
1 Project Management
Project definition

A project is a sequence of tasks that teams must complete to achieve a final

goal.
 Definition

Project management is the planning, organizing,

directing, and controlling of company resources
for a relatively short-term objective that has
been established to complete specific goals and
objectives (Kerzner, 1984)
 Why is project
management important?
PERT/CPM

The program evaluation and review technique (PERT) and the critical path
method (CPM) are two popular quantitative analysis techniques for complex
projects
• PERT uses three time estimates to develop a probabilistic estimate of
completion time
o At any particular date, is the project on schedule, behind schedule, or ahead of
schedule?
o On any given date, is the money spent equal to, less than, or greater than the
budgeted amount?
o If there are three time estimates, what is the probability that the project will be
completed by a specific date?
• CPM is a more deterministic technique
Define the project and all of its significant activities or tasks.

Develop the relationships among the activities. Decide which

activities must precede others.

Draw the network connecting all of the activities.

Assign time and/or cost estimates to each activity.

Compute the longest time path through the network; this is called
the critical path.

Use the network to help plan, schedule, monitor, and control the
project.
Example: General Foundry

• General Foundry, Inc. has long been trying to avoid the expense of installing
air pollution control equipment
• The local environmental protection group has recently given the foundry 16
weeks to install a complex air filter system on its main smokestack
• General Foundry was warned that it will be forced to close unless the device
is installed in the allotted period
• They want to make sure that installation of the filtering system progresses
smoothly and on time
Activities and Immediate Predecessors for General Foundry, Inc.

Activity Description Immediate predecessors

A Build internal components /

B Modify roof and floor /

C Construct collection stack A

D Pour concrete and install frame B
E Build high-temperature burner C
F Install pollution control system C
G Install air pollution device D, E
H Inspect and test pollution control system F, G
Drawing the PERT/CPM Network

Two common techniques for drawing PERT networks

• Activity-on-node (AON)—nodes represent activities
• Activity-on-arc (AOA)—arcs represent the activities
• The AON approach is easier and more commonly found in software packages
• One node represents the start of the project, one node for the end of the
project, and nodes for each of the activities
• The arcs are used to show the predecessors for each activity
Network for General Foundry, Inc.
Activity Times

• In some situations, activity times are known with certainty

• CPM assigns just one time estimate to each activity and this is used to find the critical
path
• In many projects, there is uncertainty about activity times
• PERT employs a probability distribution based on three time estimates for each
activity, and a weighted average of these estimates is used for the time estimate and
this is used to determine the critical path
• Optimistic time (a) = time an activity will take if everything goes as well as possible. There
should be only a small probability (say, of 1100 ) this occurring.
• Pessimistic time (b) = time an activity would take assuming very unfavorable conditions.
There should also be only a small probability that the activity will really take this long.
• Most likely time (m) = most realistic time estimate to complete the activity.
Beta Probability Distribution with Three Time Estimates
Activity Times

• To find the expected activity time (t), the beta distribution weights the
estimates as follows
a + 4m + b
t=
6
• To compute the dispersion or variance of activity completion time

2
b−a
Variance =  
 6 
Time Estimates (Weeks) for General Foundry, Inc.
General Foundry’s Network with Expected Activity Times
How to Find the Critical Path

• We accept the expected completion time for each task as the actual time
• The total of 25 weeks does not take into account that some of the tasks could
be taking place at the same time
• To find out how long the project will take, we perform the critical path
analysis for the network
• The critical path is the longest path through the network
How to Find the Critical Path

To find the critical path, determine the following quantities for each activity:
• Earliest start (ES) time: the earliest time an activity can begin without
violation of immediate predecessor requirements
• Earliest finish (EF) time: the earliest time at which an activity can end
• Latest start (LS) time: the latest time an activity can begin without delaying
the entire project
• Latest finish (LF) time: the latest time an activity can end without delaying
the entire project
How to Find the Critical Path

• Activity times are represented in the nodes

• Earliest times are computed as

Earliest finish time = Earliest start time + Expected activity time

Earliest start = Largest of the earliest finish times of immediate predecessors

ES = Largest EF of immediate predecessors
How to Find the Critical Path

• At the start of the project, we set the time to zero

• Thus ES = 0 for both A and B
General Foundry’s Earliest Start (ES) and Earliest Finish
(EF) Times
How to Find the Critical Path

• Compute latest start (LS) and latest finish (LF) times for each activity by
making a backward pass through the network
Latest start time = Latest finish time − Expected activity time
LS = LF − t

Latest finish time = Smallest of latest start times for following activities
LF = Smallest LS of following activities
For activity H

LS = LF − t = 15 − 2 = 13 weeks
How to Find the Critical Path

• Once ES, LS, EF, and LF have been determined, find the amount of slack time
for each activity
Slack = LS − ES, or Slack = LF − EF

• Activities A, C, E, G, and H have no slack time

• These are called critical activities and they are said to be on the critical path
• The total project completion time is 15 weeks
• Industrial managers call this a boundary timetable
General Foundry’s Schedule and Slack Times
General Foundry’s Critical Path (A–C–E–G–H)
Probability of Project Completion

• The critical path analysis helped determine the expected project

completion time of 15 weeks
• Variation in activities on the critical path can affect overall project completion
• If the project is not complete in 16 weeks, the foundry will have to close
• PERT uses the variance of critical path activities to help determine the
variance of the overall project

Project variance =  variances of activities on the critical path

Time Estimates (Weeks) for General Foundry, Inc.
Probability of Project Completion

Project variance = 4 +4 + 36 + 64 +4 = 112 = 3.111

36 36 36 36 36 36
Probability of Project Completion

• We know the standard deviation is the square root of the variance, so

Project standard deviation =  T = Project variance
= 3.111 = 1.76 weeks

• We assume activity times are independent and that total project

completion time is normally distributed
• A bell-shaped curve can be used to represent project completion
dates
Probability Distribution for Project Completion Times
Probability of Project Completion

• The standard normal equation can be applied as follows

Due date − Expected date of completion
Z=
T
16 weeks − 15 weeks
= = 0.57
1.76 weeks
• From “Areas under the Standard Norm Curve” table, we find the probability
of 0.7157 associated with this Z value
• That means the probability this project can be completed in 16 weeks or less
is 0.716
Probability of General Foundry’s Meeting the 16-Week
Deadline
What PERT Was Able to Provide

• The project’s expected completion date is 15 weeks

• There is a 71.6% chance that the equipment will be in place within the 16-
week deadline
• Five activities (A, C, E, G, H) are on the critical path
• Three activities (B, D, F) are not critical but have some slack time built in
• A detailed schedule of activity starting and ending dates has been made
available
2 Weekly Task
Weekly Task
Questions
Using Excel QM
Dr Mahrokh Roknifard

IB9HU0
Market Research
Workshop 9: Exam Preparation
Term 2
Today’s Workshop

Key Revision Weekly task

Information Guidelines

• Final Exam • Weeks 1-9 • Project

Management
1 Key Information
Final Exam

• Exam Format
• Duration: 2 hours + 15 minutes reading time
• Format: open-book (NO ELECTRONIC DEVICES ARE ALLOWED IN THE
ROOM)
• Bring calculator with yourself to the exam room
• Weight: 100% of module grade
Final Exam
• What do the questions looks like?
• Part 1 has one question. You have to answer this question.
• Part 2 has one questions. You have to answer this question.
• Part 3 has two questions. Please select one question and complete it.

• How to prepare?
• Lecture recordings and materials
• Workshop discussions and materials
• Focus on understanding, not memorising
Exam Tips
• Read the questions carefully
• What is the scenario or context?
• What is the question asking for? Highlight the key words

• Plan your answers

• Manage your time well – look at the marks distribution
• Take a few minutes (less than 3) to organise your thoughts and make some
notes, sketch out your answers – what are the important points to include?

• Write your answers

• Be clear in your answers: structured and concise
• Label the question numbers clearly – e.g., (b)i, (b)ii
Frequently Asked Questions
• Do I need to cite any references?
• No. As this is a methods-based module, it is most important to know how to
apply the methods.
• Do I need to do any additional readings?
• You can look at the suggested readings for each lecture. However, the most
important thing is to understand and know how to apply the research methods
learned in this module in various contexts.
• Should I bring calculator with me to the exam hall?
• Yes, please ask the PG office regarding what types of calculators are accepted.
• How can we contact you after the term about the exam?
• We only reply to the questions posted on Forums.
• Other questions?
2 Revision Guidelines
Module Calendar
Week Lecture

1 Module and Research Introduction

2 Problem Definition, Developing an Approach, and Research Design
3 Qualitative Research Design
4 Qualitative Research Analysis
5 Survey Design
6 Data Analysis
7 Causal Research
8 Forecasting
9 Project management
10 -
3 Weekly task
Weekly Task
Activity ES EF LS LF Slack Critical
A 0 4 0 4 0 Yes

B 0 6 1 7 1 No

C 4 7 4 7 0 Yes
D 4 8 11 15 7 No
E 7 15 7 15 0 Yes
F 6 13 9 16 3 No

G 15 17 15 17 0 Yes

H 13 14 16 17 3 No

The critical path is A–C–E–G. Project completion time is 17.

Question 1

You are a market researcher working at a consulting company and have been assigned to evaluate the
challenges Pret A Mange is facing. Specifically, to consult them about two issues they are facing:

A. Was scrapping smoothies, frappes, and milkshakes a good decision, and what should they do
next?
B. Why are employees refusing to participate in the “Wellness at Work” research?

There are two short case studies for this question. Please read them carefully and answer all the
sub-questions for each section.

A. Pret-a-Manger has said it will stop making smoothies, frappes, and milkshakes, which is another
blow to its UK customers and drinks subscribers.

The chain had previously received thousands of complaints that not all drinks included in its £25-a-
month subscription service were available. Now the blended drinks, which can be more expensive and
take longer to make, will be phased out altogether. Pret said they would be replaced by iced drinks by
the summer. Blenders were being removed to make way for new ice machines, in what Pret called
"the biggest drinks innovation in more than five years". It said that smoothing and frappes will still be
available in select shops until 29 May.

The chain's subscription service launched in the summer of 2020 promising five drinks a day - with 30
minutes between each order. The drinks available included all coffees, teas, hot chocolate, fruit
smoothies, milkshakes, and frappes, as well as all extras such as syrups, cream, and extra shots of
caffeine. However, as reported by the BBC last year, the Advertising Standards Authority received
thousands of complaints about the lack of cold, blended drinks.

Staff have also complained that smoothies take far too long to make and many stores have slowly
removed the blended cold drinks from the menus. One staff member told the BBC: "For the company
it's much more expensive to provide smoothies - fruit juice, fruit - and it takes time to make them.
There's far too much demand from subscribers. The company will replace them with iced drinks - not
blended - which take much less time to make and are cheaper."

Pret had suggested frappes and smoothies would be removed from the subscription in 2021 but it told
the BBC: "There was a public outcry so Pret listened and kept them as part of the subscription." But it
seems that despite the demand, Pret has decided to drop all smoothies, frappes, and milkshakes from
their subscription model. The company told the BBC: "To get shops ready for the new range, Pret is
beginning to install new ice machines in its UK shops, removing blenders to make way for them.
Smoothies and frappes will still be available in select shops until 29 May."

Regarding the case study, please answer all of the following questions.

1. What is the problem in this case study?

(5 marks)
2. Pret believes they still have a chance to relaunch a similar product in the market. As a market
researcher, how would you redesign the research to make sure the same issue does not
happen again.
(50 marks)

Your answer should include the following points:

• Research problem statement

• Research objective
• Research question(s)
• The 6W’s approach
• 1 qualitative research method with 5 questions you believe should be asked from the
participants
• A short survey questionnaire including 5 questions
• Your plan to analyse the data

B. Pret would also like to launch a “Wellness at Work” initiative. The initiative aims to provide a range
of free services to help improve employee wellbeing and morale. For example, the free services
include health checks, financial consultations, as well as support on improving relationships and
lifestyles (e.g., stop smoking).

To help plan for the initiative, the company would like to know more about employees’ experiences
and needs related to three main areas:

• Health and mental health wellbeing

• Financial wellbeing
• Relationships and lifestyles

However, majority of employees are not comfortable participating in the research and the data
gathered so far lacks depth and is not providing any clear direction to the company to move forward.
For example, they often provided short answers without elaborating further, and seemed to avoid
some questions. Therefore, company needs your advice on this issue as well.

1. What would you recommend to the research team to do to assure employees that this
research is taking ethical approaches?
(10 marks)

2. What would you recommend to the research team to do to help improve the quality of the
research responses? Please support your recommendations with specific examples in the context of
this project, as appropriate.
(20 marks)

Question 2

The owner of a clothing store in Birmingham, England, is interested in determining the demographic
characteristics of people who shop at his store versus those of people who shop at competing store.
He wants to know what his image is relative to the competition. He would like to have information
within 3 weeks and is working on a limited budget.
A) Which type of survey method would you recommend? Why?

(10 marks)
B) Design a survey questionnaire for the owner of the store. Survey should consist of 10 questions.

(20 marks)
C) How do you determine the accuracy of the survey scope?

(10 marks)

D) Explain how you would analyse and interpret the data for the questions you have
designed in part (b).
(10 marks)

Question 3

You have been contacted by a café shop to review their failed questionnaire which was intended to
understand their customers’ shopping behaviour in Birmingham city. After looking at their survey, you
have noticed it violates numerous principles of questionnaire design.

1. How great is our hard-working customer service team?

a. Excellent
b. Good
c. Bad
d. I have never interacted with the team
2. What problems do you have with the team?
a. They are slow to respond
b. They are rude or unhelpful
c. They do not have enough knowledge
d. No issues. They are excellent
e. I have never interacted with the team
3. Is our store easy to find and have you made a purchase before from us?
a. Yes, easy to find and I have purchased
b. Yes, easy to find, but I have not purchased yet
c. No, hard to find, but I have purchased before
d. No, hard to find and I have not purchased yet
4. How would you rate our ice and hot coffees?
a. Iced coffee is better than hot coffee
b. Hot coffee is better than iced coffee
c. Both are just okay
d. Neither is good
5. In your opinion, how would you rate the speed and accuracy of our work?
a. Excellent
b. Good
c. Fair
d. Poor
6. Does it seam impossible to you that there is no sit available in the shop?
 a. Very possible
b. Possible
c. Impossible
d. Very impossible

a) Clearly state where are the problems and how can the questions in the questionnaire be
improved? Please explain your answers with detailed suggestions on how you would improve the
questions in the context of this project.

(20 marks)

b) Design a short section of the survey questionnaire. In this section of the survey, you are interested
in identifying the most important attributes when customers are choosing a clothing piece, and
how they would rank the importance of the attributes. This section of the questionnaire should
consist of not more than three questions.

(15 marks)

Question 4

A software development company is using the PERT technique to estimate the completion time for a
new product launch. This company is keen on launching the product within the next 25 weeks. The
team has identified the following activity durations for key phases of the project:

Activity Optimistic time (O) Most likely time (M) Pessimistic time (P)
Requirements gathering 2 4 6
System design 3 5 8
Development 6 10 15
Testing and debugging 4 7 12
Deployment 1 2 4

The project manager wants to know:

a. What is the expected completion time for each activity?
b. What is the overall expected time for project completion?
c. What is the standard deviation for each activity?
d. What is the probability that the project will be completed within 25 weeks?

(30 marks)

These are sample questions, and the total does not add up to 100