MARKETING RESEARCH

An Applied Orientation | Naresh K. Malhotra

CHAPTER 5 DETAILED NOTES

Exploratory Research Design: Qualitative Research

Topics Covered:

1. Qualitative vs Quantitative Research

2. Classification of Qualitative Research Procedures

3. Focus Group Interviews — Full Detail

4. Depth Interviews — Full Detail

5. Projective Techniques — Full Detail

Prepared by PAPA | PGDM (Insurance) — IIRM Hyderabad | Trimester III

 PART 1 — QUALITATIVE VS. QUANTITATIVE RESEARCH

Definition: Qualitative Research

"An unstructured, exploratory research methodology based on small samples that provides insights
and understanding of the problem setting." — Malhotra, Chapter 5

Definition: Quantitative Research

"A research methodology that seeks to quantify the data and, typically, applies some form of statistical
analysis." — Malhotra, Chapter 5

Key Distinction
Qualitative research provides insights and understanding of the problem setting; it is exploratory in nature.
Quantitative research seeks to quantify the data and applies statistical analysis to generalize findings to the
population. Whenever a new marketing research problem is addressed, quantitative research must be preceded
by appropriate qualitative research. Sometimes qualitative research is undertaken to explain findings obtained
from quantitative research. The two are complementary, not competing.

Side-by-Side Comparison (Table 5.1 from Textbook)

Dimension Qualitative Research Quantitative Research

Objective To gain a qualitative understanding of To quantify the data and generalise results
underlying reasons and motivations from sample to population

Sample Small number of non-representative cases Large number of representative cases

Data Collection Unstructured Structured

Data Analysis Non-statistical Statistical

Outcome Develop an initial understanding Recommend a final course of action

Rationale for Using Qualitative Research

There are several situations where fully structured or formal methods are insufficient or undesirable:

• Unwillingness to answer: People are reluctant to give truthful answers to questions that invade privacy,
embarrass them, or hurt their ego/status. Example: 'Have you recently purchased drugs for nervous
tension?' — most respondents would give evasive answers.
• Inability to answer accurately: Values, emotional drives, and motivations residing at the subconscious level
are disguised by rationalization and ego defences. A person buying an expensive sports car to overcome
inferiority feelings will say, 'I got a great deal' — not the real reason.
• Sensory feelings: Qualitative research is very useful for discovering which sensory feelings (sounds,
textures, smells) are important to customers. Ford's door-latch sound problem and Whirlpool's refrigerator
noise complaint are classic examples.

■ Example — Insurance Industry — Understanding Why People Avoid Term Life Insurance
An insurer like LIC or HDFC Life wants to understand why young salaried professionals aged 25–35 are not
buying term life insurance, even though premiums are very low. A quantitative survey simply tells them
'68% respondents have not purchased any life cover' — but why is left unexplained. The company
commissions a qualitative study. In focus group discussions, participants reveal: 'It feels like paying for
something you never get back', 'Death is bad luck — talking about it invites it', and 'My employer covers me
already.' None of these motivations would appear in a structured questionnaire. A depth interview further
uncovers that the real psychological barrier is the discomfort of confronting one's own mortality — a
subconscious driver that cannot be captured on a Likert scale. This qualitative insight then informs the
design of a quantitative survey that tests specific attitudinal barriers across 2,000 respondents — perfectly
illustrating how qualitative precedes and enriches quantitative research.
 PART 2 — CLASSIFICATION OF QUALITATIVE RESEARCH
PROCEDURES

Definition: Direct Approach

"One type of qualitative research in which the purposes of the project are disclosed to the respondent
or are obvious, given the nature of the interview." — Malhotra

Definition: Indirect Approach

"A type of qualitative research in which the purposes of the project are disguised from the
respondents." — Malhotra

Classification Tree (Figure 5.2)

QUALITATIVE RESEARCH PROCEDURES

DIRECT (Non-disguised) INDIRECT (Disguised)

Focus Groups Depth Interviews Projective Techniques

Association | Completion | Construction | Expressive

 SECTION A — FOCUS GROUP INTERVIEWS

Definition: Focus Group

"An interview conducted by a trained moderator in a nonstructured and natural manner with a small
group of respondents. The moderator leads the discussion. The main purpose of focus groups is to
gain insights by listening to a group of people from the appropriate target market talk about issues of
interest to the researcher. The value of the technique lies in the unexpected findings often obtained
from a free-flowing group discussion." — Malhotra, Chapter 5

A1 — Characteristics & Structure (Table 5.2)

Characteristic Detail

Group Size 8 to 12 members. Fewer than 8 lacks momentum/group dynamics; more than 12
becomes too crowded and discussion loses cohesion.

Group Composition Homogeneous in demographic and socioeconomic characteristics. Participants

pre-screened. Professional respondents (those who have participated in many prior
groups) must be excluded as they are atypical.

Physical Setting Relaxed, informal atmosphere. Light refreshments served. Typically conducted at a focus
group facility with a one-way mirror for client observation, or via video-conferencing (e.g.,
FocusVision Network).

Time Duration 1 to 3 hours; typically 1.5 to 2 hours. Needed to establish rapport and explore beliefs,
feelings, attitudes, and insights in depth.

Recording Audio and videotapes invariably used. Videotaping captures facial expressions and body
movements but increases costs. Transcripts prepared for analysis.

Moderator Trained, skilled individual with experience, topic knowledge, and understanding of group
dynamics. Establishes rapport, probes respondents, and may also analyse data.

A2 — The Moderator's Role

The moderator plays a key role in the success of a focus group. The moderator must establish rapport, keep the
discussion moving, probe respondents to elicit insights, and may have a central role in the analysis and
interpretation of the data. The following seven qualifications are essential:

• Kindness with firmness: Must combine disciplined detachment with understanding empathy to generate
necessary interaction — firm enough to control tangents, warm enough to encourage openness.
• Permissiveness: Must be permissive yet alert to signs that the group's cordiality or purpose is disintegrating
— balance freedom with focus.
• Involvement: Must encourage and stimulate intense personal involvement from participants so they feel
invested in sharing genuine opinions.
• Incomplete understanding: Must encourage respondents to be more specific about generalised comments
by exhibiting incomplete understanding — 'I'm not sure I follow, can you explain more?'
• Encouragement: Must encourage unresponsive or shy members to participate — without pressuring
dominant voices to monopolise.
• Flexibility: Must be able to improvise and alter the planned outline amid the distractions of the group process
— no rigid script.
 • Sensitivity: Must be sensitive enough to guide the group discussion at an intellectual as well as emotional
level.

Planning and Conducting Focus Groups — Procedure (Figure 5.3)

• Step 1: Determine the objectives of the marketing research project and define the problem.
• Step 2: Specify the objectives of qualitative research.
• Step 3: State the objectives/questions to be answered by focus groups.
• Step 4: Write a screening questionnaire.
• Step 5: Develop a moderator's outline.
• Step 6: Conduct the focus group interviews.
• Step 7: Review tapes and analyse the data.
• Step 8: Summarise the findings and plan follow-up research or action.

A3 — Advantages of Focus Groups — The 10 S's

Advantage Explanation

Synergism: Putting a group together produces a wider range of information, insight, and ideas than individual
responses secured privately.

Snowballing: A bandwagon effect operates in group interviews — one person's comment triggers a chain
reaction from other participants.

Stimulation: After a brief introductory period, respondents want to express their ideas and expose their
feelings as general excitement about the topic increases.

Security: Because participants' feelings are similar to other group members, they feel comfortable and
willing to express ideas and feelings.

Spontaneity: Participants are not required to answer specific questions; responses can be spontaneous,
unconventional, and therefore provide an accurate idea of their views.

Serendipity: Ideas are more likely to arise 'out of the blue' in a group than in an individual interview —
unexpected insights emerge.

Specialisation: Because a number of participants are involved simultaneously, use of a highly trained but
expensive interviewer is justified and cost-effective.

Scientific Scrutiny: The group interview allows close scrutiny of the data-collection process; observers can witness
the session and it can be recorded for later analysis.

Structure: The group interview allows for flexibility in the topics covered and the depth with which they are
treated.

Speed: Since a number of individuals are being interviewed at the same time, data collection and
analysis proceed relatively quickly compared to individual methods.

A4 — Disadvantages of Focus Groups — The 5 M's

Disadvantage Explanation

Misuse: Focus groups can be misused and abused by treating the results as conclusive rather than
exploratory. A small, non-representative group cannot validate hypotheses.
Misjudge: Results can be more easily misjudged than those of other data-collection techniques. They are
particularly susceptible to client and researcher biases.

Moderation: Focus groups are difficult to moderate. Moderators with all the desirable skills are rare. The
quality of results depends heavily on the moderator's skills.

Messy: The unstructured nature of the responses makes coding, analysis, and interpretation difficult.
Focus group data tend to be messy and subjective.

Misrepresentation: Focus group results are not representative of the general population and are not projectable.
Consequently, they should not be the sole basis for decision making.

A5 — Variations of Focus Groups

• Two-Way Focus Group: One target group listens to and learns from a related group. Example: physicians
first observe a focus group of arthritis patients, and then a physician focus group determines reactions.
• Dual-Moderator Group: Two moderators lead: one ensures smooth session flow, the other ensures specific
issues are discussed.
• Dueling-Moderator Group: Two moderators deliberately take opposite positions on the issues to allow
exploration of both sides of controversial topics.
• Respondent-Moderator Group: The moderator asks selected participants to temporarily play the role of
moderator to improve group dynamics.
• Client-Participant Group: Client personnel are identified and made part of the discussion group to offer
clarifications that make the group process more effective.
• Mini-Groups: 5 respondents and a moderator. Used when issues require more extensive probing than is
possible in standard groups of 8–12.
• Telesession Groups: Focus group sessions conducted by phone using conference call technique. Useful for
geographically dispersed participants.
• Electronic Group Interviewing (EGI): Keypads used to gauge group opinion in real time. Respondents
express opinions on a 0–100 scale; results instantly displayed on screen.
• Online Focus Groups: Conducted via web-based chat rooms. 4–6 participants; prerecruited online. Lower
cost (1/5 to 1/2 of traditional); geographic barriers removed. Limited by inability to capture body language or
physical stimuli.

A6 — Applications of Focus Groups

When to Use Focus Groups: Focus groups are used in almost any situation requiring preliminary
understanding and insights. They are the most widely used qualitative technique — so popular that many
practitioners consider this technique synonymous with qualitative research.

Substantive Applications:
• Understanding consumers' perceptions, preferences, and behaviour concerning a product category
• Obtaining impressions of new product concepts
• Generating new ideas about older products
• Developing creative concepts and copy material for advertisements
• Securing price impressions
• Obtaining preliminary consumer reaction to specific marketing programmes

Methodological Applications:
• Defining a problem more precisely
• Generating alternative courses of action
• Developing an approach to a problem
• Obtaining information helpful in structuring consumer questionnaires
• Generating hypotheses that can be tested quantitatively
• Interpreting previously obtained quantitative results

■ Example — Reinsurance Broking — IRDAI Regulation Change Impact Study

Scenario: IRDAI issues a new circular altering the commission structure for reinsurance brokers, reducing
the maximum brokerage on facultative placements from 5% to 3.5%. A company like Novo Insurance
Broking Services wants to understand how this will affect its client relationships and competitive positioning.
Why use a Focus Group here? The regulation is new, the market reaction is uncertain, and no
quantitative data exists yet. A focus group is ideal for exploratory insight. Who participates? 8 to 10
participants — a mix of risk managers from mid-sized manufacturing companies (the cedants) and
underwriters from Indian PSU insurers (Oriental, NIC, NIA). They are homogeneous in that all deal with
fire/engineering reinsurance. Professional respondents who sit on multiple IRDAI committees are excluded.
What does the moderator do? The moderator starts broadly: 'Tell me how the recent commission
changes have affected your reinsurance decisions.' As one underwriter mentions 'we now prefer
proportional treaties over fac,' the moderator probes: 'Interesting — can you say more about why
proportional treaties feel more comfortable now?' This snowballing effect leads risk managers to reveal they
are considering shifting to direct-placement foreign reinsurers, a competitive threat Novo had not
anticipated. Outcome: The focus group uncovers three unanticipated insights: (1) clients are researching
Lloyd's direct access platforms, (2) cedants are dissatisfied with turnaround time on facultative quotes, and
(3) there is a strong desire for a transparent digital placement dashboard. These insights are then tested in
a quantitative survey of 200 corporates. The 10 S's are visible throughout — synergism (group builds on
each other's concerns), snowballing (one comment about Lloyd's leads to a cascade), and serendipity (the
dashboard idea emerges unexpectedly).
 SECTION B — DEPTH INTERVIEWS

Definition: Depth Interview

"An unstructured, direct, personal interview in which a single respondent is probed by a highly skilled
interviewer to uncover underlying motivations, beliefs, attitudes, and feelings on a topic." — Malhotra,
Chapter 5

B1 — Characteristics
Like focus groups, depth interviews are an unstructured and direct way of obtaining information, but unlike
focus groups, depth interviews are conducted on a one-on-one basis. A depth interview may take from 30
minutes to more than one hour. The interviewer begins with a general question and then the subsequent
direction is determined by the respondent's reply. Probing is critical — questions like 'Why do you say that?',
'Can you tell me more?', or 'Would you like to add anything?' are continuously used to uncover hidden issues.
The more the respondent talks freely, the more valuable the data.

The interviewer's role in depth interviews:

• Avoid appearing superior and put the respondent at ease.
• Be detached and objective, yet personable.
• Ask questions in an informative manner.
• Not accept brief 'yes' or 'no' answers.
• Probe the respondent continuously.

B2 — Depth Interview Techniques

Definition: Laddering

"A technique for conducting depth interviews in which a line of questioning proceeds from product
characteristics to user characteristics." — Malhotra Laddering taps into the consumer's network of
meanings. It proceeds from surface attributes → consequences → values. Each "why" question
climbs a rung higher on the psychological ladder.

Definition: Hidden Issue Questioning

"A type of depth interview that attempts to locate personal sore spots related to deeply felt personal
concerns." — Malhotra Focus is not on socially shared values but on personal, deeply felt concerns —
what respondents worry about privately.

Definition: Symbolic Analysis

"A technique for conducting depth interviews in which the symbolic meaning of objects is analysed by
comparing them with their opposites." — Malhotra To learn what something is, the researcher
attempts to learn what it is NOT. Logical opposites of a product are investigated: non-usage,
imaginary non-product, opposite types.
 B3 — Advantages and Disadvantages

Aspect Focus Groups Depth Interviews

Group synergy & dynamics ✔ Advantage —

Peer pressure / group influence ✔ (can bias) — (no pressure)

In-depth probing of individual — Limited ✔ Advantage

Uncovering hidden motives — ✔ Advantage

Sensitive topics — Difficult ✔ Easier

Interviewing competitors — Unlikely ✔ Possible

Cost per respondent ✔ Lower — Higher

Amount of info per session — Shared among 8–12 ✔ Deep individual probe

Time (interviewing & analysis) ✔ Faster per session — Slower

B4 — Applications of Depth Interviews

Depth interviews are used infrequently compared to focus groups, but are effective in specific situations:

• Detailed probing required — e.g., automobile purchase decisions involving complex trade-offs
• Confidential or sensitive topics — e.g., personal finances, embarrassing health conditions
• Strong social norms — where respondents may be swayed by group opinion, e.g., college students on
drugs
• Complex behaviour — e.g., understanding the department store shopping decision process
• Professional respondents — e.g., doctors, lawyers, underwriters who cannot be assembled in groups
• Competitor interviews — competitors unlikely to reveal information in a group setting
• Sensory product experience — e.g., perfumes, bath soap where individual emotion matters

■ Example — Marine Cargo Insurance — Underwriter Depth Interview (Laddering Technique)

Scenario: A reinsurance broker wants to understand why a senior marine cargo underwriter at an Indian
PSU insurer consistently under-rates flood-exposed warehouse risks in Gujarat — leading to adverse
claims experience. Why Depth Interview? This is a professional respondent (senior underwriter) who
would not speak candidly in a group setting about pricing decisions. Competitors are present in industry
workshops, and social pressure in groups would prevent honest disclosure. Laddering in Action:
Interviewer: 'Why do you typically rate these Gujarat warehouse risks at ■0.08 per mille?' Underwriter: 'It's
a competitive market — agents push back hard on rates above ■0.10.' Interviewer: 'Why does agent
pushback concern you?' Underwriter: 'Because if we lose the account, my branch hits the production target
short.' Interviewer: 'Why does the production target matter so much to you personally?' Underwriter: 'My
annual performance rating depends on premium growth. Profitability is evaluated separately, by a different
team.' Insight Uncovered: The laddering reveals that the real driver is a misaligned incentive structure —
underwriters are rewarded on premium volume, not combined ratio. This is a hidden issue that no
structured survey would ever uncover. The broker uses this insight to propose to IRDAI (in a policy paper)
that insurer KPIs be revised to reward risk-adjusted underwriting. This also helps the broker position itself
as a consultative partner rather than just a commission agent.
 SECTION C — PROJECTIVE TECHNIQUES

Definition: Projective Technique

"An unstructured, indirect form of questioning that encourages respondents to project their underlying
motivations, beliefs, attitudes, or feelings regarding the issues of concern. In projective techniques,
respondents are asked to interpret the behaviour of others rather than describe their own behaviour.
In interpreting the behaviour of others, respondents indirectly project their own motivations, beliefs,
attitudes, or feelings into the situation." — Malhotra, Chapter 5

Projective techniques are classified as indirect because the true purpose of the research is disguised from
respondents. The more ambiguous the stimulus, the more respondents project their emotions, needs, motives,
attitudes, and values. This is grounded in clinical psychology. The four classifications are: Association,
Completion, Construction, and Expressive.

C1 — Association Techniques

Definition: Association Techniques

"A type of projective technique in which the respondent is presented with a stimulus and asked to
respond with the first thing that comes to mind." — Malhotra

Definition: Word Association

"A projective technique in which respondents are presented with a list of words, one at a time. After
each word, they are asked to give the first word that comes to mind." — Malhotra

How it works: Test words are interspersed with neutral filler words. Responses are recorded verbatim.
Responses are timed — hesitation of more than 3 seconds suggests emotional involvement. Analysis examines:
(1) frequency with which any word is given as a response, (2) time elapsed before a response, (3) number who
do not respond at all (emotional blockage). Responses can be classified as favourable, unfavourable, or neutral.

■ Example — Motor Insurance — Word Association to Test Brand Perception

An insurer is launching a new comprehensive motor insurance product branded 'DriveShield.' Before
finalising the brand name, the marketing team uses a word association test with 50 potential customers.
Stimulus words in the test include: 'DriveShield', 'accident', 'premium', 'claim', 'road', 'protection', 'safe',
'repair', 'agent', 'trust'. Results for the word 'DriveShield': • Most frequent associations: 'safe' (42%), 'protect'
(38%), 'expensive' (12%), 'complicated' (8%) • Average response time: 1.8 seconds (fast — no emotional
blockage) • 0 non-responses For the word 'claim': • Most frequent associations: 'fight' (28%), 'delay' (34%),
'frustrating' (22%), 'paperwork' (16%) • Average response time: 3.4 seconds — above the 3-second
threshold, indicating anxiety Insight: The brand name 'DriveShield' has positive associations with safety and
protection. However, the word 'claim' evokes deep distrust — the insurer's claims process is perceived as
adversarial. This is a hidden attitude that survey questions like 'Are you satisfied with our claims process?'
would not reveal honestly. The insurer uses this finding to redesign its claim communication strategy —
replacing 'file a claim' with 'activate your protection' in all customer-facing materials.

C2 — Completion Techniques
 Definition: Completion Technique

"A projective technique that requires the respondent to complete an incomplete stimulus situation." —
Malhotra

Definition: Sentence Completion

"A projective technique in which respondents are presented with a number of incomplete sentences
and asked to complete them." — Malhotra

Definition: Story Completion

"A projective technique in which the respondents are provided with part of a story and required to give
the conclusion in their own words." — Malhotra

Sentence completion provides more information about subjects' feelings than word association and allows a
more directed stimulus. Story completion requires respondents to give a conclusion to a partial story —
revealing underlying feelings and emotions through narrative. Both are natural extensions of association
techniques.

■ Example — Health Insurance — Sentence Completion to Understand ULIP Resistance

An insurer wants to understand why educated, high-income urban professionals (HNIs) resist purchasing
Unit-Linked Insurance Plans (ULIPs), even after a detailed advisor presentation. Sentence Completion Test
Administered to 30 HNIs: 1. 'When I think about buying a ULIP, I feel ________________________' →
Most common completions: 'confused', 'not sure if it's right for me', 'like I'm being sold to' 2. 'A person who
buys a ULIP is probably ________________________' → Most common: 'not very financial-savvy', 'trusting
the agent too much', 'okay with locking money for 5 years' 3. 'The biggest problem with ULIPs is
________________________' → Most common: 'hidden charges', 'can't compare with mutual funds',
'agent commission built in' Story Completion (follow-up): Respondents are given: 'Rahul is a 34-year-old
software engineer. His financial advisor just showed him a ULIP brochure. Rahul looks at it for a moment...'
Complete the story. Completions consistently show Rahul putting the brochure aside, calling a friend,
checking Morningstar for mutual fund returns, and telling the advisor 'I'll think about it' — the classic Indian
HNI deflection. The story completions reveal that the resistance is not about income or risk appetite but
about lack of trust in the distribution channel. The insurer uses this to redesign its advisor training and
fee-based disclosure approach.

C3 — Construction Techniques

Definition: Construction Technique

"A projective technique in which the respondent is required to construct a response in the form of a
story, dialogue, or description." — Malhotra Less initial structure is provided to the respondent than in
completion techniques. The two main types are: (1) Picture Response Techniques and (2) Cartoon
Tests.

Definition: Picture Response Technique

"A projective technique in which the respondent is shown a picture and asked to tell a story describing
it." — Malhotra Roots lie in the Thematic Apperception Test (TAT) — a series of ordinary and unusual
pictures; respondents tell stories whose themes reveal personality.

Definition: Cartoon Tests

"Cartoon characters are shown in a specific situation related to the problem. The respondents are
asked to indicate the dialogue that one cartoon character might make in response to the comments of
another character." — Malhotra Simpler to administer and analyse than picture response techniques.

■ Example — General Insurance — Picture Response Test for Cyber Insurance Awareness

Scenario: A composite insurance broker wants to understand why Indian SME owners are not buying cyber
insurance, despite growing awareness of ransomware attacks. Direct survey questions yield the stock
answer: 'It's expensive' — but the broker suspects deeper barriers. Picture Response Test Design:
Respondents (30 SME owners across manufacturing and trading) are shown a picture of a company office:
computers are visible, a lock symbol appears on a server screen, and two employees look worried at a
message that says 'YOUR FILES ARE ENCRYPTED.' Respondents are asked: 'Tell me a story about what
is happening in this picture and what happens next.' Key themes in responses: • 'The IT manager will fix it
somehow' — reveals over-reliance on internal IT and underestimation of ransomware severity • 'They
probably shouldn't have clicked on an email' — reveals fatalistic attribution to employee error, not systemic
risk • 'The boss will shout at the staff, then they'll format the computer' — reveals that SMEs view cyber
incidents as operational, not financial events • Only 3 of 30 respondents spontaneously mentioned
insurance in their story Insight: SME owners do not cognitively frame cyber risk as an insurable peril — they
see it as an IT problem. The broker uses this insight to reframe its cyber insurance pitch entirely: instead of
leading with policy features, it leads with business continuity — 'What does one week of downtime cost your
business?' This reframing doubles quote conversion rates in the pilot campaign.

C4 — Expressive Techniques

Definition: Expressive Techniques

"Projective techniques in which the respondent is presented with a verbal or visual situation and asked
to relate the feelings and attitudes of other people to the situation. The respondents express not their
own feelings or attitudes, but those of others." — Malhotra

Definition: Role Playing

"Respondents are asked to assume the behaviour of someone else. The researcher assumes that the
respondents will project their own feelings into the role. These can then be uncovered by analysing
the responses." — Malhotra

Definition: Third-Person Technique

"The respondent is presented with a verbal or visual situation and asked to relate the beliefs and
attitudes of a third person rather than directly expressing personal beliefs and attitudes. This third
person may be a friend, neighbour, colleague, or a "typical" person." — Malhotra Reduces social
pressure to give an acceptable answer — the classic example: instead of "Are you afraid to fly?"
asking "Do you think your neighbour is afraid to fly?"
 ■ Example — Life Insurance — Third-Person Technique to Uncover Nomination Avoidance

Scenario: An LIC survey shows that 62% of policyholders have not updated their nominee details even after
a marriage, divorce, or birth of a child. When asked directly in a survey: 'Have you updated your nominee?',
74% say 'Yes, I have' (social desirability bias). A qualitative researcher suspects this is inaccurate.
Third-Person Technique Applied: Depth interviews with 20 policyholders aged 30–55. Instead of asking
directly, the interviewer asks: 'Many people in your neighbourhood have life insurance policies. Why do you
think most of them haven't updated their nominee details even after major life changes?' Responses
received: • 'It's a lot of paperwork and the branch is far.' • 'People don't think about death — they don't want
to remind themselves about it.' • 'In joint families, it causes arguments — who to put as nominee causes
tension between mother and wife.' • 'They think their family will manage somehow.' Role Playing Follow-Up:
Respondents are asked to play the role of a LIC agent advising a 45-year-old man whose wife just had a
baby: 'What would you tell him about updating his nominee?' Responses reveal that even when playing the
agent, respondents hesitate to bring up death — they say things like 'I'd tell him to come in whenever it's
convenient.' Insight: The real barrier to nominee updates is a combination of death anxiety and family
conflict avoidance — not procedural difficulty. LIC redesigns its reminder communication to say: 'Protecting
your family's future is a celebration, not a formality — update your nominee today.' This reframing increases
nominee updates by 27% in the pilot district.

C5 — Advantages & Disadvantages of Projective Techniques

Advantages:
• Major advantage over direct techniques: can elicit responses that subjects would be unwilling or unable to
give if they knew the purpose of the study.
• Particularly useful when issues are personal, sensitive, or subject to strong social norms.
• Helpful when underlying motivations, beliefs, and attitudes operate at a subconscious level.
• Word association is commonly and successfully used for brand name testing and attitude measurement.

Disadvantages:
• Generally require personal interviews with highly trained interviewers and skilled interpreters — expensive.
• Serious risk of interpretation bias.
• Most techniques (except word association) are open-ended — analysis and interpretation are difficult and
subjective.
• Some techniques (e.g., role playing) require unusual behaviour — participants who agree may not be
representative of the population.
• Should not be used naively or as the sole basis for decisions.

COMPARISON: Focus Groups vs Depth Interviews vs Projective

Techniques (Table 5.5)

Criteria Focus Groups Depth Interviews Projective Techniques

Degree of structure Relatively high Relatively medium Relatively low

Probing of individuals Low High Medium

Moderator bias Relatively medium Relatively high Low to high

Interpretation bias Relatively low Relatively medium Relatively high

Uncovering subconscious info Low Medium to high High

Discovering innovative info High Medium Low

Obtaining sensitive info Low Medium High

Unusual behaviour/questioning No To limited extent Yes

Overall usefulness Highly useful Useful Somewhat useful

DECISION GUIDE — When to Use Which Technique?

Technique When to Use

Focus Groups Best for generating ideas, exploring attitudes in a group dynamic, obtaining reactions to
concepts, testing advertising copy, or understanding lifestyle segments. Use when 8–12
homogeneous participants can be assembled, budget is moderate, and speed matters.

Depth Interviews Best for sensitive or embarrassing topics, competitive intelligence, interviews with
hard-to-assemble professionals (doctors, underwriters, lawyers), complex individual
purchase behaviour, or when the Laddering/Hidden Issue approach is needed.

Projective Techniques Best when respondents are unwilling or unable to provide honest direct answers. Use for
brand name testing (word association), attitude measurement, uncovering subconscious
brand images, or when social desirability is a severe problem.

CHAPTER SUMMARY — KEY TAKEAWAYS

• Qualitative research is unstructured, exploratory, uses small samples, and provides insights and
understanding — it always PRECEDES quantitative research for a new problem.
• Quantitative research is structured, uses statistical analysis, and generalises to the population. The two are
complementary, not competing.
• Direct procedures (Focus Groups, Depth Interviews) disclose the true purpose to respondents. Indirect
procedures (Projective Techniques) disguise it.
• Focus Groups are the most popular qualitative technique. Size: 8–12, homogeneous, 1–3 hours.
Advantages: 10 S's. Disadvantages: 5 M's.
• Moderator quality is the single most critical success factor in focus groups — kindness with firmness,
flexibility, sensitivity.
• Depth Interviews are one-on-one, 30 min to 1 hour, probe deeply through Laddering, Hidden Issue
Questioning, and Symbolic Analysis.
• Projective Techniques: (1) Association — Word Association; (2) Completion — Sentence & Story
Completion; (3) Construction — Picture Response & Cartoon Tests; (4) Expressive — Role Playing &
Third-Person Technique.
• The key rule for projective techniques: use them only when direct methods cannot obtain the required
information accurately.

Chapter 5 Notes | Marketing Research: An Applied Orientation, 6th Ed. | Malhotra | PGDM (Insurance) — IIRM Hyderabad |
Trimester III 2024–26