Market Connections

Research IT
In this issue:

Important Considerations for Federal Market Research
 
People working in federal government agencies, especially in the DC metro area, are one of the most sought-after participant groups for market research.  Yet, the federal government has a few distinct qualities that make it more difficult to recruit than most other audiences. 
 
Some key considerations when conducting research in government markets include: 

Time of year:
Two primary factors influence the availability of federal employees:  holidays/vacations and the end of the fiscal year.  As with non-government workers, the summer months – especially around Memorial Day and Independence Day – are popular vacation times for many, making it more difficult to field surveys then.  The same goes for the time period between Thanksgiving and New Years.

The government fiscal year ends on September 30th.   Because of the hectic activities and deadlines leading up to that, it’s extremely difficult, in fact almost impossible, to reach federal employees during the entire month of September.  We strongly encourage our clients to avoid scheduling federal government survey fielding during this month, as doing so has a negative impact on the project’s schedule and budget.

Incentives:
Offering incentives is a great way to boost response rates in both quantitative and qualitative studies.  However, the federal government has strict rules about the market value of gifts a federal employee can receive at one time and collectively throughout the year.  Individual “gifts” must be less than a $20.00 market value, and an employee cannot accept gifts that total more than $50.00 in value within one calendar year.  Additionally, even when gifts are within these legal parameters, some government workers are still wary of accepting them.  Ask your research provider for other incentive suggestions.  Effective alternatives may include donations to non-controversial charitable organizations and non-promotional white papers or other knowledge-based incentives.

Sensitive information:
Federal government employees prefer not to answer certain types of questions, most especially those that require them to “pick favorites” among a list of government contractors.  While survey questions that ask respondents to name the “leading” or “preferred” providers of various products and services are extremely valuable to research clients, many federal employees often do not want to disclose such information.   The right research partner will know how to carefully structure and word such survey questions in order to minimize the response decline rate.

So, when planning for your next research project in the federal government market, be sure to keep the fielding schedule, appropriate incentives, and sensitive survey questions top of mind.   A research provider that has experience with federal government studies should be able to guide you through these and other considerations specific to that market.
 

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Determining Correct Sample Size is Key to Survey Success
 
One of the most important factors to successfully conducting a quantitative research study is determining the number of required completed interviews – or survey sample size – to achieve statistical validity.  Conducting too few interviews will result in the inability to generalize the survey findings, while too many interviews may be unnecessarily costly to your research budget.  

Determining the appropriate survey sample size involves the following considerations:
 
Desired margin of error: 
Derived from a formula based on the size of the total population as compared to the size of the sample surveyed, the margin of error defines how accurately the research results can be applied to the study’s population as a whole.  Typically, researchers strive for a margin of error of 5% or less, which delivers a strong confidence interval of only 10 percentage points.  In other words, you will have a level of confidence that the overall target population falls within plus or minus 5% of the sample surveyed.  Of course, in order to obtain a certain margin of error, a minimum sample size is necessary.
 
Sub-segment comparison: 
Often, clients need to break down the research population into sub-segments and compare responses between them.  For example, perhaps you need to compare spending priorities between program management and IT titles.  In order for those comparisons to be statistically valid, researchers need to achieve a certain minimum number of respondents within each sub-segment.  In business-to-government studies, a minimum of 30 respondents per sub-group is typically required.  Clearly, the more sub-groups the study needs to address, the higher the survey sample must be.
 
Analysis plan: 
The type of analysis needed may influence the minimum sample size required.   As noted above, comparative analyses – even simple cross-tabulations – require a minimum number of interviews.  Some more complicated statistical analyses, such as factor analysis, market segmentation and predictive analysis, require a minimum sample size in order to be properly conducted and statistically valid.  The number of completed interviews required is dependent up on which of the types of statistical analyses the research provider will perform.
 
Budget: 
The cost of research is directly linked to the required number of completed interviews.  Your research partner will help you develop a program that maximizes the balance between budget, sample size and statistical validity.
 
Ability to access and complete surveys with target population:  Some populations are much more difficult to access and complete interviews with than others.  And, the more difficult it is to reach respondents, the more costly the research will be.  As a result, it’s important to be well informed up front about the accessibility of contact information for potential survey respondents and the likelihood they’ll be willing to respond.  To achieve an acceptable incidence rate – or ratio of completed qualified surveys to overall sample list – researchers consider the following factors when determining the required size of the calling or email list:  
  • Quality and number of available lists: Compiled lists that aren’t qualified or cleaned at least once a year are generally of poorer quality than, for example, single lists from BPA-audited publications to which readers pay to subscribe.  In addition, the list provider may not offer enough segmentation options to eliminate those who will most likely not qualify for the survey.  These and other list factors must be taken into consideration when estimating how many from a given list are likely to qualify and participate in the study.
  • Obstacles to interview completion: It’s more difficult to make contact with some populations than others.  For example, it is generally much more difficult to reach senior executives than it is to reach mid-level personnel.  Furthermore, administrative assistants and voice mail will also block contact with some potential respondents.  And, some candidates with whom the research firm does make contact will decline to participate or won’t make it past the survey screening questions, as they won’t meet the qualifications for title, organization type or decision-making responsibility. 
Given the number and complexity of factors to balance when determining the correct sample size, meet with your research experts early on in the planning phase of your quantitative study.  They’ll help you align these factors within the framework of your specific project to achieve the most realistic, cost-effective and statistically valid sample size.

 

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