Editor’s note: Mark D'Alessio is the managing director of Focus Plus, the qualitative research division of ASI Market Research, New York. He has conducted hundreds of focus groups nationwide and is well-known for his innovative moderating techniques. Prior to his current affiliation, D'Alessio spent four years with Tom Dale Market Research where he interviewed people for television testimonials. Working off camera, he was responsible for eliciting original responses. D'Alessio attributes his success in qualitative research to his previous training and experience as a theatrical stage director. In that capacity, he was always investigating the human condition, probing to find out what motivates people to make decisions and act upon them.

Qualitative research facilities profilerate in big cities. Literally surrounded, a client needs to choose carefully. Through selective questioning, analytical scrutinizing, and being suspect of promiscuous promises, a moderator can fortify him or herself against facilities that might compromise the research.

This is not an easy task, but it is imperative because the efficiency of the facility's operation has a direct relation to the effectiveness of the study.

Specifically, the seven following points will facilitate finding a facility that meets all of your specifications.

The target

The facility's account executive should ask you questions about the target you propose and foresee any difficulties in this market. Above all, the account executive should use business acumen and insight into the psychographics of the market to make contributory recommendations.

A facility should promise realistic turnaround time. It should deliver quickly and efficiently, without promising an impossibly fast turnaround just because the client requested it. It is better to advise the client that such a schedule would be detrimental to the research.

If a facility agrees to recruit without a screener, be suspect. A screener is protection for a client, as it serves as a control over the respondents. This is vital, because without the screener, a group could be biased and the client would never know until he/she has traveled to the actual session.

A facility should never recruit or use a respondent more than twice and then not in the same year. This will prevent the emergence of professional respondents or "groupies." The danger of the "groupie" respondent is that because of repeated recruitment they are acclimated to the procedures and conditions of a focus group session. Very often they inject misleading data into the research. These people become so familiar with the way screeners are written that they can second-guess what the recruiter wants to hear. They invent new lives for themselves in order to collect the stipend.

The stipend, the amount paid to the respondent for participating in a focus group, should be appropriate. A facility should know its market and very often can save the client money by recommending a lower stipend.

A facility should insure a full group. This includes over-recruiting the quota by a sufficient number as well as providing back-up respondents in case there are last-minute cancellations. The facility should also recommend the most appropriate time slot to hold the session which is vital to the success of reaching the quota.

Fully equipped

A facility should own its A/V equipment because it is more cost-effective for both the facility and its clients.

Audio: The facility should provide at least two high quality cassettes, one for the moderator and one for the client. Check to see if the facility also keeps a back-up because frequently clients misplace their copy. Also ask if the facility has a pre-installed sound line in the viewing room to avoid people tripping over mike cables while the groups are videotaped.

Video: It has become de rigueur to videotape for archival and presentation purposes. Taping should be done by an experienced operator who can zoom in on respondents without technical glitches. It is best for the facility to own a low-light camera because, due to the density of the mirror, a regular camera does not reproduce a high quality image.

Fax machine: This little wonder can be a lifeline for the facility and its clients. It is a more expedient method of sending documents and screeners back and forth, especially when screeners need revisions. It is also more cost-effective than express mail.

Copy machine: Find out if the facility has a high-speed copier that can collate at least a dozen copies in record time. This can be a life-saver when there are last minute concept revisions and you have to hand a package to each respondent.

Typewriters and associated secretarial support: Major revisions usually take place just before a group is about to start so it pays to take the time to find out if the facility provides onthe-premises secretarial support. This may incur an additional fee but it is well worth the expense.

Computers: Ask if the facility has a PC and program that's compatible with the one you're using. Revisions may then be expedited easily by bringing your own disk.

If you are conducting computer studies, check to see if the facility has a separate phone line in the focus room (independent of the switchboard) for modem access.

Physical environment

A focus room conference table should be large enough to comfortably seat at least 10 respondents plus the moderator. Many facilities crowd 11 or 12 people around a table that was only built for eight. This is potentially harmful to the research because uncomfortable respondents could very well give negative testimony.

Make sure that the client's room has enough ambient light shining through the focus group room to permit good visibility. You should be able to see enough to take notes and not trip over a colleague while making your way to the door.

Choose a facility whose location is convenient for the respondents. When a facility is out of the way the research can be compromised by a poor show rate. Or, more importantly, it could result in incorrect data collected from a biased group of only those who were willing to travel to that location.

There should be sufficient security and privacy for you and your clients. As most research is conducted "blind," it is important for the respondents not to overhear your conversations with your client. Check to see if the back room is completely soundproof. You want to discuss the issues without being overheard in the focus group room.

You should also determine whether the facility has separate waiting areas and rest room facilities for the respondents and clients. There are some moderator's clients who are not experienced with focus groups and they may inadvertently say something without realizing that they can be overheard.

Amenities

A facility's personnel should be dressed appropriately in business attire. This dress code reinforces the nature of the sessions and shows respect for both the client and the respondents.

Client food should be upgraded from the typical deli sandwich. A good meal can smooth over difficulties with a group and it is amazing how it can also lift the spirits.

Personal services should be organized so that there are no undue delays. Hotel and restaurant lists should be pre?prepared. Knowledge of available entertainment including theater tickets and recreational activities should be at the facility's fingertips. Courtesies like taking telephone messages, making plane and train reservations should be offered.

Documentation

The facility should provide the client with a written statement reiterating the client's instructions and previously discussed and agreed upon prices, services, and equipment. This should be a formal letter of agreement written on the facility's stationary and signed by its account executive. The letter will prevent any misunderstandings, questions or changes later on regarding specifications and price.

On-going relationship

A good facility puts its long-term relationship with a moderator before a short-term interest. It's your assurance that the facility is concerned about its clients. For example, if a moderator's client does not give clear instructions and a mistake is made, the moderator usually absorbs the cost. Look for a facility that would help the moderator solve the problem and perhaps assimilate some of the cost.

A good facility will keep the client posted with tallies on the recruiting process without the client having to initiate the call. After all, the primary purpose of a qualitative research facility is to facilitate the moderator's research and therefore, make it easier.

Sometimes a client will call a facility instead of the moderator with new information and/or instructions. Look for a facility that will relay information to the moderator.

Out of focus

Now that you know what to focus in on, let's take a look at the other side of the coin. Here are five practices to be wary of:

  • Look for a facility that does not ask its own questions to clarify and perhaps enhance the specifications of the study. This could be an indication that it does not understand the target or its own market.
  • Look for a facility that promises to call you back immediately and doesn't.
  • Look for a facility that allows clients and moderators to run into each other in competitive situations and allows different groups to mingle. This is a prevalent situation in the "supermarket" facilities, where three or four focus rooms sit side-by-side and are booked simultaneously.
  • Look out for a facility that delegates their recruiting to outside sources and relinquishes complete control. Your respondents may be professional "groupies" that have been used again and again, all over town. In addition, purchased services cost more for the facility and this higher price is usually passed on to you.
  • Look for a facility that is not flexible and can't cope with the myriad changes that occur in qualitative research. If a facility can't turn that new corner with you, your research will be left out in the cold. Caveat emptor (Let the buyer beware!).

One head, two hats

I wear two hats, one as a moderator and another as the managing director of a qualitative research facility in Manhattan called Focus Plus. As such, I have considerable experience with clients and respondents. I'd like to share some actual experiences with you to back-up some of the points made previously.

As a moderator
I recently visited a "supermarket" facility. There were four focus group rooms in the same office and each serviced different clients while sharing a common reception area. My client ran into his major competitor who was conducting a session in the adjoining room. We also discovered that one of his respondents was accidentally sent into our room. I requested that the respondent be paid and sent home and not participate in the other group as the facility desired. This error was potentially damaging to our proprietary research.

At another facility, two clients were discussing the new product we were to introduce towards the end of our group. Unfortunately, this discussion took place in a rest room and the clients didn't realize that a respondent was in one of the booths. This respondent returned to the focus room and whispered the product's concept which was passed around the room. We had to terminate the group.

As a facility director
One moderator wanted to recruit Gold Card holders. Upon discussion, it was disclosed that he actually wanted trend-setters who would need an increased stipend.

Another moderator needed to speak to low-income members of the mature market, many of whom we discovered were on welfare and/or living in nursing homes in Brooklyn. Our client wanted to conduct the sessions in Manhattan but we recommended that he go to the respondents. We set up groups in local libraries and restaurants in Brooklyn. We supplied respondents with subway tokens and allowed them to bring a companion. All were invited to lunch. The result, an excellent show rate.

We get many calls to recruit frequent business travelers. This category requires over-recruiting 14 to get 10. Most clients ask for the usual 12 to get 10 and never consider that frequent travelers may be called out of town at moment's notice. These business people can't be relied upon to keep appointments. Over-recruiting insures a full quota.

When a client requested two full groups of hospital administrators in the New York area, we gently reminded them that there are only two dozen hospitals that can be called upon. The usual 12 to get 10 format would not be feasible because it would be impossible to gather these top professionals at the same time. We solved the problem by recommending mini-groups which were spread out over a period of several days and supplemented them with several one-on-ones.

Space limits my relating an anecdote for each of the points covered in this article, but the breadth and depth of what's here indicates that the criteria used in choosing a qualitative research facility is not as simple as one might think.