How to Extract the Deepest Possible Insights When Conducting Focus Groups and Customer Interviews
By Chelsea May
It’s not uncommon for a client to ask us, “How did you get all of this information?” Or, “How did you get these people to share so much with you?”
Such questions are both flattering and validating. We take great pride in our ability to provide much more than mere data; we aim to provide actionable intelligence that not only reveals what the customer is doing, thinking and feeling, but why.
The short answer to these questions is, of course, years of experience. But the longer answer — which we’ll explore here — is knowing which methodology will allow us to extract the most information and what research techniques should be used to facilitate that information extraction.
Although focus groups and in-depth interviews have been used for decades, many clients consider them “old school” and not appropriate for modern research. However, as we demonstrated recently, today’s focus groups and customer interviews are not your grandfather’s. The technologies have advanced; the methodologies have been refined; and there is increased interest and appetite in many B2B sectors.
So to the question posed at the open, we are happy to share some of the key best practices our focus group facilitators and interviewers rely on to enhance the depth and quality of the data we gather during qualitative research studies.
Ultra Focused: Advanced Methodologies for Facilitating Customer Conversations for Maximum Return
Facilitating focus groups and research panels requires more than just asking questions—it’s about building trust, understanding entire industries, and creating environments where participants feel comfortable sharing valuable insights. In our experience, we’ve learned that the best insights often come from a nuanced approach to facilitation, observing the following best practices.
1. Build Long-Term Rapport with Experts
One of the most important aspects of successful research is building relationships with industry experts across a wide range of industries. These relationships aren’t built overnight; they can take years of engagement and trust-building.
Once rapport is established, experts become more than just sources of information — they become willing and invested collaborators. Through multiple research projects, we’ve found that experts are more willing to share their honest, candid insights once they feel they’re working with someone who respects their knowledge and expertise. This type of trust can’t be rushed, but it’s essential for getting the most detailed responses.
2. Immerse Yourself in the Industry
To foster credibility and respect, it’s crucial to immerse yourself in the industry you’re studying. Facilitators need to understand the technical language, key trends and the challenges participants face in their day-to-day lives.
You must make a concerted effort and demonstrable ability to “talk the talk” during interviews, which immediately signals to respondents that you’re not just an outsider collecting generic information. You want to gain the trust of the room (or the respondent on the phone), conveying that you’re someone who understands their world. This kind of preparation is especially important in niche industries, where participants appreciate speaking with someone who can engage on a deeper level about their work.
3. Leverage the Power of Being a Third Party
Although “talking the talk” is so critical to demonstrate that all-important industry immersion, you don’t want to position yourself too much as the “insulated insider.” As third-party facilitators, we often find that participants are more open with us than they would be with someone directly tied to their industry or organization. They feel more comfortable sharing sensitive or strategic information, knowing that we don’t have any personal or competitive stake in their businesses. We also insist on, and can deliver on, a promise of anonymity. This neutrality creates a safe space for honest conversation, where participants feel at ease discussing topics they might otherwise avoid.
Being an unbiased, brand-agnostic third party allows one to access insights that might not surface in a more formal setting. But be sure to strike the proper balance between “unbiased third party” and “knowledgeable industry insider.” You don’t want to be so disconnected that you forfeit the trust earned through the ability to “talk the talk,” as noted above.
4. Silence Is Golden
In qualitative research, some of the most profound insights come from what might be considered “uncomfortable” moments of silence. After asking a question, it’s important not to rush in with a follow-up. Let the silence sit and simmer for a moment; often, participants will feel compelled to fill that gap, offering additional thoughts or details they wouldn’t have initially shared because they weren’t prompted by specific questions.
I’ve found that being comfortable with these silences can lead to richer conversations, as respondents reflect and provide more thoughtful responses. These pauses can unlock valuable insights that go beyond surface-level answers.
5. Prioritize Quality Over Quantity in Recruitment
The quality of your research data is directly correlated to the quality of your study participants. It’s not enough to meet broad qualifications for participation; every respondent must be carefully vetted to ensure they have the right expertise to contribute to the discussion in meaningful ways.
My team and I take great care in validating every individual before conducting interviews. If a participant doesn’t meet the criteria during the interview, we don’t count their responses toward the project. This rigorous approach ensures that we’re gathering high-quality insights from the right people, ultimately making the research more impactful.
6. Know When to Go Deep and When to Go Long
While keeping conversations concise can be tempting, some of the best insights emerge when you allow the conversation to extend. However, it’s important to, again, strike a balance—interviews that run too long can overwhelm participants, but cutting them short might leave valuable information undiscovered.
I’ve learned to read the tone and body language of participants, recognizing when they’re ready to delve deeper into a topic or when it’s best to wrap up or move on. Sometimes, the most meaningful insight will come late in the conversation, long after rapport has been established and trust has been gained. It’s not uncommon for an interviewee or focus group participant to show a compulsion to add “one final thought,” which may be the most important nugget of truth in the entire conversation!
Extracting Detailed Insights Through Strategic Facilitation
Extracting detailed insights from focus groups and research panels requires an advanced, nuanced approach. By building long-term relationships, immersing yourself in relevant industries, leveraging your role as a third party, and embracing silence, you can create an environment where participants feel comfortable sharing their most valuable insights.
These methodologies and skills are crucial for keeping conversations productive while also ensuring the comfort of respondents. For our part, we insist on in-depth training and interview shadowing for our junior researchers so that, as they advance in their careers, they have these skills already nurtured and internalized.
So when I hear from clients, “How did you get these people to share so much with you?” I would summarize it this way: Quality recruitment, ongoing relationship-building, and customization for each participant further enhance the depth of your research. Implementing these best practices will not only help you gather richer data but also ensure long-lasting professional relationships that benefit future research efforts.
Of course, if you’d like to discuss further, let’s keep talking!
Chelsea May serves as Project Manager with Martec. To learn more about focus groups and the benefits they may yield for your B2C or B2B brand, contact her at [email protected].
