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Start with the product decision you need to make
Write down the uncertainty the team needs to resolve before drafting interview questions. For example: “Why are new customers abandoning setup?” is more useful than “Do customers like our setup wizard?” The first invites accounts of actual behavior; the second risks collecting opinions about a proposed feature instead of understanding the problem.
Check what the organization already knows: earlier research, support issues, survey responses, feature requests, and behavioral data. This can expose unanswered questions, prevent needless repetition, and help you decide which customers can speak to the problem. Salesforce’s research-planning guidance recommends documenting the study’s scope, prior research, timeline, recruitment list, and methods. It gives 30–90 minutes as a planning range for interviews; that is guidance, not a universal requirement.
Choose participants who can illuminate the behavior
Recruit people whose role or experience lets them describe the job under study. Depending on the decision, that may include active users, people who have stopped using the product, noncustomers, or employees who support the process. Select segments intentionally—for example, by experience level or the circumstances in which a task occurs—rather than treating all customers as interchangeable.
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Salesforce’s empathetic research guidance emphasizes understanding people’s perspectives and experiences. Its Jobs to Be Done lesson suggests beginning with five participants, but this is a starting recommendation, not a claim that five interviews represent a population or settle every research question. Recruit more or revisit the sample when important segments or contrasting experiences are missing.
Choose a method that fits the question
Interviews are not the only way to learn. Salesforce’s research-plan guidance describes several methods with different strengths; choose based on whether you need depth, breadth, or observation of behavior in context.
| Method | What it is useful for | Trade-off |
|---|---|---|
| Survey | Collecting responses broadly | Usually offers less one-to-one detail than an interview. |
| Individual interview | Getting detailed information from one person and following up on their account | Requires time to conduct and interpret each conversation. |
| Contextual inquiry | Observing a person in their own environment | Requires access to the setting and careful attention to what happens there. |
| Focus group | Observing similarities and differences in people’s responses together | Group discussion is not the same as an individual account of behavior. |
These methods can complement one another. A survey may show that a problem is widespread, while interviews or contextual inquiry help explain how it arises and what people do in response.
Ask about real behavior, not approval of an idea
Use open-ended prompts that invite a recent example. Keep the study goal and core questions consistent across participants so you can compare answers, then use follow-ups to understand each person’s particular experience. Salesforce Trailhead’s Understanding User Jobs & Needs lesson puts it plainly: “Ask how and why questions to gain deeper insights into customer behaviors.”
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- “Tell me about the last time you tried to do this. What happened?”
- “What were you trying to accomplish?”
- “What did you do next, and why?”
- “Where did you get stuck or change your approach?”
- “What tools or workarounds did you use?”
- “What made the task easier or harder in that situation?”
Ask for clarification when an answer is broad: “Can you walk me through what you did?” or “What happened just before that?” Avoid leading questions and yes/no prompts when discovery is the goal. Do not show a proposed solution before you understand the current behavior; doing so can steer the conversation toward reactions to your concept rather than the underlying need.
Capture context, quotes, and consent
Notes should preserve more than a summary of what a participant thinks. Record the situation, what they did, the obstacles or workarounds they encountered, and their exact wording when it helps explain the experience. A note-taker or audio memo can help, but ask for the participant’s approval before recording. Salesforce’s customer-understanding guidance and Jobs to Be Done lesson both support attentive note-taking and preserving participants’ language.
Analyze interview notes by comparing accounts
Review notes across interviews rather than treating the most memorable quotation as the finding. Look for recurring jobs people are trying to do, unmet needs, barriers, workarounds, and functional or emotional goals. Compare whether a pattern appears across the relevant segments, and keep a single person’s preference distinct from a repeated theme.
- Pull out evidence. Mark relevant actions, circumstances, explanations, and direct phrases in each account.
- Group related observations. Cluster evidence around a shared need, obstacle, workaround, or goal without erasing differences in context.
- Check the pattern. Ask who experienced it, in what circumstances, and whether accounts support a recurring theme or only an individual case.
- Keep the trail visible. Link each theme to notes or quotations so decision-makers can inspect the evidence behind it.
Consistent questions and a shared research goal make comparison more useful. If accounts conflict, preserve that disagreement: it may point to distinct customer segments, different contexts, or an assumption that needs further investigation.
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Present a small, evidence-backed set of themes to the people making product decisions. For each theme, state the need or problem, the supporting examples, the affected customer segments, and the product implication. Separate what the interviews indicate from what the team has not yet established, and identify a next validation step when the evidence is inconclusive.
This is a practical synthesis format, not a Salesforce-prescribed template. Salesforce’s research-plan guidance supports documenting research questions and a results summary for future work. After the decision, close the feedback loop where appropriate: Salesforce describes a customer feedback loop as “Ask, Categorize, Act, and Follow Up” in its customer feedback guide.
Where Salesforce feedback tools fit
Salesforce can help collect structured feedback and analyze data from configured channels. What is available depends on the organization’s edition, licenses, setup, and—where applicable—credit use. Check the current entitlement and configuration for your org before building a workflow around a feature.
| Capability | What the documentation describes | Conditions to check |
|---|---|---|
| Salesforce Surveys and Feedback Management | Collect survey responses, map feedback to customer records, export data, report, and build dashboards; Feedback Management supports integrating feedback with Salesforce data. | Availability depends on edition and licenses. See Salesforce Feedback Management. |
| Product Insights | Dashboard reporting for product engagement, response counts, sentiment and influencing factors, contact reasons, sentiment by location, and trends in CSAT, NPS, and sentiment. Filters include region, product family, product, channel, and period. | Salesforce lists Lightning Experience, additional-cost and Customer Signals Intelligence conditions, and separate survey-licensing conditions. Confirm the requirements for the intended setup in Product Insights. |
| Customer Signals Intelligence | Configured channels can include cases, email, surveys, chat, and voice. Described insight types include contact reason, targeted sentiment, sentiment, entity extraction, key phrases, and product insights extraction. | Channel availability, edition and licenses, transcript-sharing setup, data selection, and Flex-credit consumption matter. See Set Up Standard Channels in Customer Signals Intelligence. |
What Salesforce analytics do not establish
The cited Salesforce product pages describe feedback channels and analytics; they do not establish that a researcher can upload any interview recording and automatically receive validated qualitative themes or roadmap recommendations. Use analytics to help identify patterns in supported, configured data, and have researchers interpret interview accounts in context before drawing product conclusions.
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