Research for B2C Product
I am currently a Product Manager in a start-up company. My experience before this has been in B2B software. I am now faced with a B2C product, brand new from the ground up. The company does not have the budget to do primary consumer research so I've been doing secondary research and my own primary research but I can't reach a statistically significant sample in any reasonable amount of time. Can you recommend any techniques to be the voice of a market of consumers on the cheap?
I actually find doing customer research for consumer products rather easier than B2B. When I talk to product managers at B2C companies, they tell me that visiting a consumer is much easier than trying to get face time in a corporate setting. Presumably you know what kind of consumer you're looking for. Do you have any colleagues or friends who fit the profile? Go talk to them about their problems to understand better how your solution might meet their needs. Listen carefully for the terms they use (rather than vendor language); few people refer to what they do as a workflow or a process, yet that's what we think of as vendors.
My friend Barb is an avid photographer and she was contacted recently by a product manager of a photo management product. They got together and talked through how Barb manages her pictures. They took a few dozen pictures and loaded them into Barb's computer and walked through moving them from camera to PC to the software and ultimately to Shutterfly. As a "thank you" the product manager paid for the Shutterfly book that they created. Could you do something similar?
In our seminars we suggest that you visit three to ten people and then do a survey of a hundred to see if you've gotten statistically valid results. Go visit a few people and then run a survey and you'll have all the info you need to make sound business decisions.
Answered by Steve Johnson
The opposite problem: Lots of budget
In the end, I suggest that you visit clients to get your qualitative research first-hand. The experts in your building may in fact be experts but you need a personal, visceral understanding yourself that you won’t have if you rely on others. (Of course the experts in your building may also be out of date unless they continue to immerse themselves in the customer environment. )
Alas, the famous maxim "It's easier to ask forgiveness than it is to get permission" seems to be the rule for large companies.



The opposite problem: Lots of budget
Steve, what's your take on what the approach should be in a huge org where there's an expert for any type of market analysis activity - but where organizational slowness is always an issue?