Editor's note: Leslie M. Harris is chairman emeritus, Focus on Boston. The following researchers contributed to this article: Vicki Savala, ACG Research Solutions, St. Louis; Bill Hammer, Hammer Marketing Resources, Severna Park, Md.; Tony Blass, Field Dynamics, Encino, Calif.; Daisy Spier, Spier Research Group, Larchmont, N.Y.; Paul Golden, Focus on Boston; and Amie Saltzman, MOR-PACE, Farmington Hills, Mich.

Conversations with staff at a number of research firms reveal some changes in the use of qualitative research by the business community. Those of us who conduct business-to-business research are depending more and more on technology such as teleconferencing. Teleconferencing gives niche and special interest marketers the chance to assemble groups of highly specialized respondents from all over the country or even the world. CEOs and other high level executives who might otherwise not be in the respondent pool are given the opportunity to participate.

The obvious benefits to this technique are reduced travel cost and the ability to efficiently bring subject matter specialists together regardless of their physical location. A disadvantage is that these groups seldom have the same kind of dynamics of an in-person group discussion. Other benefits include the ability to involve respondents from different departments or divisions within the same company even if they are in different cities.

There is no travel time for respondents involved with telephone focus groups and scheduling can be more flexible. In addition, since respondents aren't physically in a room with several other people, they may feel more open about sharing their opinions. On the other hand, it may be easier for them to "hide out" and not respond as much as they might in a typical focus group.

A number of other trends in business-to-business research are worthy of comment. Most arise from the never-ending drive to save time and money.

One trend is toward conducting a number of one-on- one executive interviews, sometimes several within a company. Many times the outcome of these interviews is the basis for a highly-tailored account plan designed for that particular customer.

A second trend is to conduct large group research with up to 400 respondents using interactive equipment. Since we began using this technique, its popularity has skyrocketed. Results are instantaneous and, if the recruiting is done appropriately, they can be highly projectable.

Two additional trends in the use of qualitative research are smaller projects and more pressure to push qualitative methodology into a quantitative realm. Both trends result from the persistent push for more efficiency and lower cost.

The "small" in smaller projects may mean many things - fewer groups per project, fewer cities, fewer extra recruits, fewer respondents per session, more local focus groups with less travel. Some researchers have rationalized that they get as much out of a five to seven-person group as they do an eight to 10-person group.

Clients are pushing to get more out of qualitative interviews--including definitive answers to pricing and color questions, and go/no go decisions.

Recruiting the business respondent

Companies report that participants who were formerly uncomfortable entering a focus group room are now increasingly willing to participate in group research. Many businesspeople looked at focus groups as a way to test a new kind of soap with homemakers. They didn't see that anything they were doing professionally could researched in the same way.

In addition, they were suspicious of the methodology. After all, who but a direct competitor would want to ask questions about their thoughts on, techniques in and methods of conducting business?

But many companies now report less resistance. Business group respondents seem to understand that they might learn something. The expectation of gaining knowledge is often now combined with the promise of money as an incentive to participate in a group. Participants also appear to be more at ease in the conference rooms. There is not so much concern with the other side of the mirror and the attention is more enthusiastically directed toward the subject of discussion.

Flexibility is key

The consensus among qualitative researchers working on business oriented projects is that flexibility with regard to research technique is key to creative product development and/or positioning. Clients appear to be more willing to try new techniques and vary from their tried and true ways of using qualitative. Projects will often include one-on-ones as well as focus groups, each addressing different issues, e.g., one-on-ones are used for comprehension and reaction to specific copy end concepts;focus groups for understanding or developing imagery and uncovering users' connection to a brand.

Moderators are no longer as strict about showing the same materials in each city or to each group because they understand that qualitative research is there to help marketers better understand their products. So if the copywriter wants to change a paragraph or a few words before the next group, why not? Or if the product concept seems to lack a reason for being, why wait until the end of the project to rewrite it?

Though the goal behind business-to-business research - obtaining usable, helpful information - hasn't changed, it's clear that researchers are changing their approaches to meet clients' needs and take advantage of technological advances. If clients are willing to support these efforts, the payoff should be better research for all.