The Worst Focus Group is You

OR: No, you are not normal

OR: Why not conduct a focus group of one

You know what focus group I’m talking about. The one that inside a strategy meeting starts out with one of these familiar phrases:

Well, I’m in the demo and my experience is…

I’m a consumer / customer of that [brand] and I think…

From my perspective as a parent…

Separating ourselves from the great, big populace of product buyers out there can be a challenge. After all, we are parents, kids, shavers, eaters, joggers, hair-doers, hair removers, etc. When it comes to understanding the drivers of the purchasing decision, why avoid your own opinion?

• If you use the words consumer, demo or brand, you are likely not experiencing the greater marketplace as an average Jane. You may rate store signage, rant about advertising strategy in your living during commercial breaks (nah, pods) or event critique direct mail addressed to you and your family.
  
  Asking you to discuss the buying experience is like asking a rocket scientist to help build a 2nd-graders diorama of the solar system. There is a level of expertise, cum mania, that eclipses the normal interest level of the wider population. You are overkill.


• One person – even if it’s not your expert / jaded / all-knowing self – is never extendable. Remember this equation: 1 / SQRT(n). That’s the formula for accuracy and extendibility of a population’s survey results. When n = 1 … well, it has a plus or minus accuracy rating of 100%. Not exactly confidence inspiring.


• You may simply be too close to the brand. After years of being a marketer / customer / advertiser, you hold certain core beliefs about the brand(s) you represent. If there is a change in the marketplace - or, even in your core customer - you may be too close to see it without an outside perspective.


• You may be masking your real objection. If your “gut check” is leaving you feeling that something is wrong, ask critical questions, dig into the research … heck, commission research. Don’t replace someone else’s flawed rationale with your own when you have the tools available to make it right.


• You’re wearing down your own credibility. To varying degrees your clients and colleagues have spent years honing their bullshit meters. In other words: they know a soapbox when they see one. Bring strategy, ideas, plans, resources to the table … leave the market pulse to someone who knows how to take it.