【導(dǎo)讀】ProjectOverview. Break. DataGathering&Interviewing. Break. Relevant,Holdingstaffforthe“perfect”。Investinginthought. Developingaunique,“blank. Sellingproven,easilyrepeatable. DevelopStaff?DevelopThought. ManageProducts. Promote. BuildClient

　　

【正文】 What fraction of equipment is sold to ...? What are CSFs in these markets? How would you describe your relationship with your distributors? Anything else? Can I have a copy of … ? Thanks! The interview guide should include an introduction, the questions, and templates for recording ments/answers 43 One topic at a time keep the interviewee focused Watch phrasing/meaning be clear and direct (minimize jargon and consultant speak) Give background to but don’t bias answers help interviewee Ask about specifics use followup questions as appropriate Know and cover your let less important points slip if priorities necessary Structure the questions carefully pay close attention to the specific wording and sequence 44 Issue Possible Resolutions Can we reveal client identity? ? Before interview ? After interview ? Generic only ? Not at all Are there sensitive issues, or is this a touchy situation? What is the Quid pro Quo, if any? Who will generate names? Are any interviewees PwC clients? ? Skip it ? Client will handle it ? Just be careful ? Your interest and presence ? Our estimates or data ? A written summary ? Project team ? PwC ? Client ? Contact client partner first 3. MAKE ARRANGEMENTS BEFORE making any arrangements, confirm with the project manager (or partner) to understand how to handle potential issues First, before making any arrangements, understand how to handle the following issues: 45 Call Make arrangements in person ? Call early ? Get a name ? Call back Use a variety of basic approaches to gain time ? They are key ?It’s in their interest ? It may be interesting Anticipate resistance to participation ? Time ? Confidentiality ?“I don’t know anything” Confirm Confirm arrangements ? Purpose and duration ? Date, time, location ? Attendees Plan Ahead Give yourself time ? Usually one week ? Sometimes two days ? Onthespot call may help Arrange for assistance from the client ? Project assistant ? Client Team Lead ? Client Project Manager Know where you’re going ? Get a map ? Get detailed directions Arranging interviews takes time 46 Scale Economies Are Possible A Learning Curve Does Exist ?Schedule several interviews per day, though not too many ?Schedule adequate time to plete your notes immediately after each interview ?Schedule less important interviews to occur earlier in the sequence ?Refine questions in the interview guide based on “how the initial interviews went” Schedule several interviews to occur per day, and sequence these interviews to take advantage of the learning curve 47 INTRODUCTION CLOSING GUIDED DIALOGUE 4. CONDUCT INTERVIEWS An interview is a guided dialogue that you introduce, conduct, and close 48 Use the introduction to establish rapport, create a context, and focus attention on the relevant subject matter ? Introduce yourself, PwC, the project team, and the study/project – Build credibility。 only the truth – Don’t be pompous ? Describe any factors associated with confidentiality – Confirm/state the nature of the confidentiality the interviewee can expect – Establish if a petitive situation exists ? Confirm the length of the interview ? Respond to questions or concerns 49 Monitor the progress of the interview against your schedule always leave enough time to properly close the interview ? Plan in advance how to close each interview: – Summarize any agreed upon actions or next steps – Obtain names of other key individuals to contact – Arrange to obtain any unfamiliar documents referenced – Express gratitude – Schedule followup interview if required。 otherwise, leave the door open for a return call 50 Before beginning the next interview, plete your notes and reflect on the implications of what you heard ? Complete the notes immediately – Write down everything you can remember – Highlight inplete areas – Provide background to put the interview in perspective ? Create a header with the date/time and participants ? Describe the participants’ titles, responsibilities, histories with the pany, attitude during interview ? Reflect on the relevance of what was said – Edit the notes, highlighting critical responses and information – Think about what else you need to know 51 Guide Notes Data Analysis Summary 5. ANALYZE and SUMMARIZE Create an initial analysis and summary of the interviews and acpanying data 52 Develop preliminary conclusions ask “so what” as you write each conclusion ? Tie conclusions to initial hypotheses ? Use the issue analysis plan and interview guide as starting points ? Look beyond the facts – Ask “Why?” and “So what?” ? Link supporting data to the conclusions ? Identify potential problems with regard to – Feasibility of remendations – Confidentiality – Implementation concerns ? Qualify opinions as appropriate, ., due to insufficient or uncertain data 53 Provide a list of next steps as part of the summary ? Other interviews to be scheduled ? Other analyses to be performed ? Other data sources to be reviewed ? Other issues to be explored Possible Next Steps: 54 POTENTIAL PITFALLS Planning and executing a solid interviewing program can be difficult ? Talking to the wrong people ? Missing key issues ? Breaching confidentiality ? Never getting to specifics ? Mishandling sensitive client topics ? Asking questions that have already been answered ? Setting false expectations ? Failing to bring insights back to the team 55 INTERVIEW TIPS Practice makes perfect Preparation and practice are key ? Listen carefully ? Probe for details ? Use the interview guide as a tool be flexible ? Balance “covering your priorities so you get what you c