Fazley RabbiThe most reliable way to learn what customers need is to ask about what they have actually done, not what they might do. A short, relaxed conversation about a recent purchase, a problem they faced or a choice they made will tell you more than a survey asking "would you buy this?". People are polite and hopeful about the future; their past behaviour is far more honest.
Why conversations come before surveys
Surveys are good for counting things once you know what to ask. Interviews are better for discovering what to ask in the first place. In a conversation you hear the words customers use, notice where they hesitate, and can follow up on something unexpected. For a small business in Bangladesh, where so much of the customer relationship already happens over phone calls and WhatsApp, a conversation also feels more natural than a form.
Who to talk to
Aim for a mix, because each group tells you something different:
- Recent customers remember why they bought and what nearly stopped them.
- Repeat customers can explain what keeps them coming back.
- Customers who stopped buying are often the most useful, and the hardest to reach. Ask politely; some will be glad to explain.
- People who chose a competitor show you what you are missing.
- People who have the problem but buy nothing yet reveal the "do nothing" option you are really competing with.
You do not need a large number. Somewhere between five and ten conversations within one group is often enough to notice the same stories coming up again.
Questions that get honest answers
Good interview questions ask about specific past events:
- "Tell me about the last time you bought this kind of product. What was happening?"
- "What were you using or doing before?"
- "What made you start looking for something different?"
- "What else did you consider, and why did you choose what you chose?"
- "What was hardest or most annoying about the process?"
- "What happened after you bought? Did it work the way you expected?"
- "If you could change one thing about how this works for you, what would it be?"
Follow every answer with "Can you tell me more?" or "Why did that matter?" The most useful detail often comes in the second or third answer, not the first.
Questions to avoid
| Avoid | Why | Ask instead |
|---|---|---|
| "Would you buy this?" | People say yes to be polite | "How do you handle this today?" |
| "Do you like our product?" | Invites compliments, not facts | "When did you last use it, and for what?" |
| "How much would you pay?" | Guesses about price are unreliable | "What do you spend on this problem now?" |
| "Don't you think faster delivery would help?" | Leads them to your answer | "What happened with your last delivery?" |
Running the conversation well
- Keep it short. Fifteen to thirty minutes is plenty. Respect their time.
- Use their language. Talk in Bangla, English or a mix, whichever they are comfortable with.
- Listen more than you talk. Resist the urge to explain or defend your product.
- Ask before recording, and explain how notes will be used. If they say no, take notes by hand.
- Do not sell. If they ask about your product at the end, answer briefly, but keep the interview separate from a pitch.
- Thank them properly. A sincere thank-you message matters. If you offer a small gift, keep it modest and the same for everyone, so it does not colour their answers.
Turning conversations into decisions
After each interview, write down on the same day:
- The problem, in their own words
- What made them start looking for a solution
- The alternatives they considered
- Surprises, and anything that contradicts your assumptions
After several interviews, look for patterns across different people. One loud opinion is a single data point; the same story from several customers is a signal. Use the patterns to sharpen your value proposition, fix weak points, or decide what to offer next. Keep a person, usually you, responsible for interpreting the notes, even if you use an AI tool to help summarise them, and store recordings and personal details carefully.
If many conversations show that customers buy once and do not come back, the guide to a customer retention plan is a natural next step. If you are testing a new product or service, pair your interviews with a go-to-market plan.
A simple plan for this month
- Choose one question you want answered, such as "why do first-time buyers not reorder?"
- List ten people to contact, across at least two of the groups above.
- Prepare five or six open questions about past behaviour.
- Hold the conversations, take notes the same day, and review the patterns with your team.
If you would like help planning or interpreting customer research, see the business development service.