Knowing the customer is one of the most critical aspects of any business. This is especially true when a second-tier or flagging company confronted with the problem of how to market a new good or service to gain market share from the primary market mover. (Bryman & Bell, 2001) A number of business research methods present themselves to any organization to involve potential customers in the design and construction of a new product, including questionnaires, focus groups, interviews, and interviews. (McNamara, 1999) The outcomes to these methods of customer outreach can result in either the outright rejection of a new proposed product, a reexamination of the product, or a reexamination of the presumed market segment or date of scheduled release of the product. However, for the research to be most effective to the organization, specificity is key. Thus the operational definition of the research problem should take the form of the question, not merely if product X will be successful but, "will product X be a successful product in the summer season, amongst the organization's usual consumer base?" (Cooper & Schindler, 2005).

             To determine the most effective strategy, often a variety of business research methods are used to aid an organization. In terms of preliminary design, questionnaires might be used, because of this method's ability to cast a wide net amongst the target consumer base. The disadvantage with questionnaires, of course, is that they do not solicit specific responses, cannot be targeted to a very specific market, and are often casually filled out by the respondents. They may be helpful in gaining a broad sense of the consumers' general desires and satisfaction and dissatisfaction with certain existing company. After the initial product design is achieved, focus groups and interviews of a more specific segment can be deployed. These are more costly, but have the advantage of providing specific feedback.