Exploring the in‐depth interview as a qualitative research technique with American and Japanese firms

Explains the two most commonly used qualitative research methods as the individually intensive or in‐depth interviews and focus group discussions. Suggests that, while it is possible to have a large number of interviews in order to draw sufficient statistical conclusions, this may not be cost‐effective or necessary for “non‐domestic” markets, e.g. industrial markets, where unpublished, but important information is frequently sought from senior managers and chief executives of leading industrial corporations and independent experts. Reports on a qualitative research methodology which uses in‐depth interviews to create a viable approach for specific research overseas. The research focuses on a sample of leading US and Japanese manufacturers of photocopiers, bearings and machine tools for British industrial markets in order to examine the viability of low pricing as a strategic option in the US and Japanese international marketing mixes. Concludes that the outcomes of the research showed the usefulness of the in‐depth interview technique with senior company managers on a “less directive”, i.e. semi‐structured basis, which encouraged respondents to express experiences, attitudes, needs and ideas relevant to their companies’ marketing strategies and price competition in the marketplace.