The focus group that determined our project with Coca-Cola
Puedes leer este artículo en español aquí.
In our work, there are times for crazy and unlimited creativity and there are times for a more objective and structured methodology. With experience, we have become pretty good at distinguishing the moments in the process in which each one of them is most needed, and also how and when is best to mix them up and create the perfect weapon. In any way, we draw upon a wide array of different tools for the best success of our work.
In this article, we want to talk about a certain tool that has become very useful in our methodology, especially during the early stages of market’s validation: the focus group.
We recently carried out a focus group for our project with Coca-Cola. A project that just like their recipe… it’s a secret so far. We were in a moment of the project in which we had just developed the very first solution’s prototype, and the purpose of the focus group was to start gathering qualitative and deep feedback from potential early adopters to validate our solution hypothesis and keep building in the right direction.
No one could have guessed that that particular focus group was going to bring to light the very key on which the future of the project was going to rely.
Phase 1: Inspiration
We first presented a variety of images to the participants. All related to different concepts, questions and ideas around the briefing of the project (Coca-Cola, premiumness, bar, glass…) Some images conveyed more obvious meanings while others were a little bit more complex and required more thinking, but all of them were carefully chosen to build the world in which the participants were going to be immersed during the next hour.
The purpose was to set up the environment and start the dynamic by already making the group think and wonder about they had in front of them. With this table full of pictures, we were already addressing their senses and curiosity without even using words.
Our participants were asked to individually choose those pictures they related to “Coca-Cola”. During a few minutes of complete silence, everyone walked around the room picking up those images they associated with the drinking company and it was extremely interesting to observe how each person had a different relation with the brand. Then, they were asked to keep in their hands only those pictures whose meanings were related with the context of consumption in a “bar”.
Little by little, questions started to concrete the main focus of the dynamic but the images helped to start from a point in which each participant’s decision could not be influenced by any of the others. Silence and autonomy were leading the beginning of the activity so that true reactions were being drawn without no one’s personality imposing over the others.
The purpose of this bombing of images was to start preparing the participants and their minds for what was coming next; but by precisely opening their minds as much as possible.
Phase 2: Set the context
The participants were almost completely immersed in the world we wanted before presenting the product of interest. It was the moment to take a sit and explain how the dynamic would proceed and how they will have to operate to provide their feedback.
In this case, the dynamic was mainly going to be a comparative analysis with both qualitative and quantitative questions to be answer. The group was going to be presented the same product with a few crucial differences and they had to write down in a report their opinions regarding certain specific aspects. After a moment of self-reflection, all ideas and opinions were put in open discussion.
Phase 3: Bring out the stars
“Imagine you are at a bar with your friends… you just asked for a cold coke to refresh yourself in the sunny day and the waiter brings this to your table…”
It is time to bring out to the public the products, ideas or solutions you need to validate. As we needed to validate very specific hypothesis and test different ideas within the same product, we structured the dynamic in seven different phases in which all same aspects had to be evaluated and discussed by the group: there was first a moment for specific questions that needed to be answered by each person individually; and then, more general questions to encourage the open discussion.
Every focus group is, and needs to be, different and particular. Depending on what you need to validate, the moment in which you need to do it and the type of information you need to obtain… You will have to make certain decisions regarding the type of questions, the profile of your participants, the rules to be stablished for the interaction… and many more.
Whatever are the particular needs of your focus group, after our long experience conducting these type of working dynamics, we want to share 7 general tips to make the most out of a focus group:
1. Bring food.
Simple, but effective. It’s always said that you think better when the stomach is full; at least, this is how we like to justify why we always have sooo much food at the office… Truth is your participants will appreciate to have some snacks and drinks to fuel their brains and keep them active.
2. Let the outsider in.
The idea is that outside people is more willing to give their real opinions and provide negative feedback in a more carefree and ease way than the people within the team and company. Not just that, we have to admit that we are sometimes so immersed in a project that we might end up losing perspective and a fresh approach. We’ve put so much work and effort onto it that like parents… we just don’t notice (or we don’t want to notice) the flaws of our little creation.
3. Keep it a group but keep it small.
It is quite evident, and crucial for the very own purpose of the dynamic, that when surrounded by a group of people giving their opinion, everyone tends to feel more confident to share their thoughts with honesty and openness.
However, you don’t want a group you can’t control. And you definitely don’t want some people’s voices over the others. Set an environment to listen carefully and don’t miss a thing, the more quiet and timid one might be the one with more enlightening words and ideas.
4. Active listening.
To keep the effective and meaningful communication going on, everyone in the group must feel that their opinion matters. Don’t underestimate your participants and try to understand what they have to say; they might not be experts in some fields, but you truly never know if the most spontaneous and organic comment can hold the clue you’re looking for.
5. Ask the right questions.
Sometimes, people’s answers happen to be alienated from the very second the question is being formulated. To gather a valid and substantial feedback you need to avoid this. Try to make your questions as open and simple as possible without losing its point, this might be difficult at the beginning but with experience they will come more and more naturally. Devote all the time you need choosing the words that will make your participant’s minds travel from the broadest aspects of the subject in discussion to its smallest details; this way you could squeeze out all their finest impressions and ideas.
6. You make the last call.
You and your team own the results and what to do with them. Of course, those decisions are expected to logically derive from everything learnt and analyzed during and after the focus group; however, your team’s best analytical skills need to be put at work during this process. At the end of the day, we’re working with a small group of people’s opinions, and these need to be considered no more, and no less, up to the extent they need to be.
7. It’s just the beginning.
One thing is to like an idea in a controlled environment and a very different one is to actually like, choose or even pay for it once the idea is tangible in the real market. Focus groups can be this double-edged sword at some points, that’s why the after-work is just as equally important. All conclusions need to be digested, analyzed, compared and measured. Take those conclusions out again and don’t stop validating every aspect until you believe you have found a solid solution.
8. The human factor.
For each project, you need the ability to choose the right target group. It does not consist in choosing the people who know the most, but the people who fit the most with the project that you are developing. In this case, being a project for Coca-Cola, the profile was very broad. But even within a broad profile, you have to know how to choose the components depending on whether if they love the brand, (lovers), or have an average consumption, a low consumption…
Let’s say a focus group, in its attempt to represent the public opinion at large can work as a small first taste of what is yet to come. You need to know what your early adopters and potential consumers think about your product or idea as soon as possible so that you can keep building in the right direction. Therefore, and we speak from experience, if you know how to use them properly, focus groups can be a very powerful tool in early stages of validation.
If you are planning to do a focus group and want to have more tools, we can share a checklist with what to do before, during and after. Reach us in marketing@byld.xyz if you would like to have it! :)
