presentation of focus group results

Learn How to Report Focus Group Findings Using MS Word and PowerPoint

• Suba Lakshminarasimhan
• Categories : Project planning for pms
• Tags : Project management

Familiarize Yourself with the Group

Focus groups are one of the most important business research strategies you can use in your organization. Normally a group of eight to twelve people gather to discuss the important happenings in the organization. Planning the entire process efficiently before conducting a focus group is very important to achieve what is intended. If you are the moderator you will need to understand and learn how to conduct a focus group . Build a rapport, familiarize yourself with the team and the objectives by reading the profiles of the group members and other related documents. Develop ground rules for the focus group and, most importantly, remember to follow them sincerely. Be a role model and lead the team. Make sure you have a note taker or a recorder to take down the notes during the entire session. Use feedback forms or handouts while conducting a session to gather the quantitative data. Arrange for accessories like notebooks, pens, pencils, water well before starting the session. Inform the team in advance about the venue, time and date so no confusion occurs in the beginning of the session.

Taking notes is an important step if you want to report group findings appropriately to management. Once the notes are taken, arrange them in the order below. With prior intimation to the members, you may also choose to tape record the entire session.

• Name and brief information about the participants, place, date and time
• Objective of the focus group
• Key questions discussed and relevant responses from the group
• Key issues discussed and responses from the group
• Any particular issue unanswered

Remember to highlight the key points shared by the participants. You can use them as ‘quotes’ in your presentation.

Create a Layout

To start the process, create a layout with titles and subtitles for both a MS Word document and a PowerPoint presentation.

Qualitative Outcome: The qualitative outcome is the result of the analysis done on the notes taken from the session.

• Highlight the comments that directly impact the objective and decisions
• Create/Edit titles / subtitles based on the highlighted comments

Quantitative Outcome: The quantitative outcome is the result after analyzing data from the handouts / feedback forms

• Collate quantitative data for analysis
• Create/Edit titles / subtitles based on these results as well.

Collate the Information

As a first step, create a MS Word document detailing all the information gathered during the one to two-hour session.This will be very useful to analyze the findings appropriately.

Prepare a PowerPoint presentation based on the information you have collated in the Word document. This will help you cover the happenings from the entire session and not miss any important decisions made. The PowerPoint presentation should cover the objective(s) of the focus group, key information discussed, results and the required changes proposed.

Analyze the Qualitative and Quantitative Outcomes

Once you have the quantitative and the qualitative data, it is time to analyze the same. There are various analysis methods like a Logical or Matrix analysis, Ground theory, Quasi statistics, Micro or Event analysis, Metaphorical analysis, and a Hermeneutical analysis are available for analyzing the qualitative data. Create a graphical presentation by analyzing the quantitative data collated from the handouts.

Prepare the Report

Once you have analyzed the quantitative and qualitative data and finalized the focus group findings, focus on creating the report. Use a layout prepared earlier and start with the Word document. Write all the relevant information under titles and sub titles. The report should start with the information about the focus group, continue with the topics discussed and complete with the proposed changes. Use at least one accurate quote made by the participants under each of the titles and sub titles.

Power proofread the reports and edit the contents as necessary. It is advised to use a senior member of your team to proofread the reports. Make sure the reports are error and mistake free. Typos and poor grammar will spoil all the hard work put into reporting the focus group findings. Sometimes, reading a printed document will help to proofread the contents. If so, print the document to proofread the contents.

Present Focus Group Findings to Management

Keep the Word document as a base to create your PowerPoint presentation. Use the pre-designed layout to begin your presentation. Add the key background information about the participants. Remember to use the important points and the highlighted quotes from the handouts or feedback forms. Highlight the key issues discussed, focus group findings and suggested solutions. Make use of the graphics, charts, pictures wherever possible. A free sample of a great PowerPoint presentation can be found right here on Bright Hub.

Prepare your presentation well so management is convinced about the proposed changes and approves them at once.

Reporting Focus Group Findings referred at http://muskie.usm.maine.edu/focusgroupmanual/chp _08.htm

Author is a HR and Project Management professional with experience reporting focus group findings.

Image Credits:

<em>Focus Group, cobrasoft, sxc.hu</em>

<em>Presentation, just4you, sxc.hu</em>

How to Write Focus Group Reports

• Running a Business
• Hiring Employees
• ')" data-event="social share" data-info="Pinterest" aria-label="Share on Pinterest">
• ')" data-event="social share" data-info="Reddit" aria-label="Share on Reddit">
• ')" data-event="social share" data-info="Flipboard" aria-label="Share on Flipboard">

Team Building With Charades

Structure of a business meeting, how to write a cv for a senior pharmaceutical scientist.

• How to Begin an Interview Essay
• Steps to Take in Writing a Recommendation Report

Even small businesses can benefit from focus groups, which can be a low-cost, effective market research tool. You start by picking the right participants and conducting an effective interview. After that, writing your report is the key to using the information correctly.

Understanding how to write a focus group report will help you effectively use the information you gather and get your team on the same page.

What Is a Focus Group?

A focus group is a collection of people with similar traits that a business, government agency, charity, school or other organization wants to interview for more in-depth research than just a survey can provide. For example, a school might hold a focus group using parents who have children in their sports programs.

A politician might have a focus group of registered voters who are business owners. A business might find consumers who don’t use its products to find out why not, and what other products they are using. Or, the business might interview heavy users of its products to find out why, and what marketing tools attract them to buy.

Focus groups allow you to ask open-ended questions, rather than just yes/no or true/false questions. During focus group discussions, your participants will often volunteer information you hadn’t thought of or ask questions you didn’t know they had.

A typical focus group might have eight to 10 people who respond to questions from a moderator, according to small-business assistance organization, SCORE . The moderator leads the questioning and takes notes. In some cases, participants will have their own discussions for 10 minutes or more while the moderator takes notes.

Taking Notes During Focus Groups

To get the most out of a focus group, you’ll need to take good notes. This means not only writing down what participants say, but also making observations, such as the women in the group being more interested in price while the men were more interested in the warranty.

Your moderator should be prepared with a variety of questions, which could include yes/no questions, followed by, “Why?” questioning. If possible, use video recordings you can share with other members of your team. It’s helpful to note participants’ body language, voice inflection and eye contact during these discussions.

After the focus group is finished, the moderator should compile the results to give to the person who will be writing the report.

Writing the Report

A focus group report should be broken into several sections. Include a cover page with the name of the report, date, location, company name and topic discussed. Start the report with an executive summary that outlines when the focus group was held, where, who participated, the purpose and any big-picture results obtained. You will then go into more detail about each of these in your report.

Next, write a section that details the purpose of the focus group. Outline what your company had hoped to learn. This is where you discuss the product or service you’re looking to learn about and why.

Include the questions that were asked.

After this section of your report, create a section that detailed who the participants were, recommends Demand Metric , which provides a focus group template. Don’t just use simple demographics like age, sex and income levels. For example, if you only invited women, also identify them by their ages, marital and parental statuses. This will help identify what the group had in common, such as a group of younger, single working women, or a group of middle-aged, married mothers.

Next, create a section that outlines your findings. You can start with a general overview, but then write down each question you asked and include the focus group members’ responses. In addition, include the moderator’s personal views of how enthusiastic or “meh” group members were about certain topics.

Add a section that makes recommendations based on your findings. List any differences between what you expected to find and what you eventually learned. Explain why you are making your recommendations using information gained during the focus group. You can introduce other research that the company has previously conducted to support your recommendations. Finish the report with a summary that recaps the report and its findings.

• SCORE: How to Run a Focus Group to Assess Your Business Idea
• Demand Metric: Focus Group Report Template
• Include your impressions of the focus group in the conclusion section. Northern Illinois University suggests describing whether participants were active and engaged and if the process interested them.
• Resist the urge to include every detail you discover in the report. If your report is overly long, readers may miss key information. If you feel it would be helpful for management to read quotes and suggestions from participants, include this information as an addendum.
• The University of Arizona cautions against relying on audio recording as a sole method of recording participants’ responses. If the recorder fails, you won’t be able to access specific comments or points when you write your report. Use two methods to record the session to ensure that you’re covered if one method fails.

Steve Milano is a journalist and business executive/consultant. He has helped dozens of for-profit companies and nonprofits with their marketing and operations. Steve has written more than 8,000 articles during his career, focusing on small business, careers, personal finance and health and fitness. Steve also turned his tennis hobby into a career, coaching, writing, running nonprofits and conducting workshops around the globe.

Related Articles

Market research interview techniques, how to do an effective business presentation introduction, list of common group interview questions, how to write a meeting reminder, business presentation importance, how to make a report cover letter, fact-finding interviewing techniques, how to create a workshop agenda, what is required for an rfp with an oral presentation, most popular.

• 1 Market Research Interview Techniques
• 2 How to Do an Effective Business Presentation Introduction
• 3 List of Common Group Interview Questions
• 4 How to Write a Meeting Reminder

12th August 2024: digital purchasing is currently unavailable on Cambridge Core. Due to recent technical disruption affecting our publishing operation, we are experiencing some delays to publication. We are working hard to restore services as soon as possible and apologise for the inconvenience. For further updates please visit our website: https://www.cambridge.org/news-and-insights/technical-incident

We use cookies to distinguish you from other users and to provide you with a better experience on our websites. Close this message to accept cookies or find out how to manage your cookie settings .

Login Alert

• > Focus Groups for the Social Science Researcher
• > Analyzing Focus Groups and Presenting the Results

Book contents

• Focus Groups for the Social Science Researcher
• Methods for Social Inquiry
• Copyright page
• Acknowledgements
• 1 Introduction
• 2 When to Use Focus Groups
• 3 Preparing for the Focus Groups
• 4 Undertaking Focus Groups
• 5 Analyzing Focus Groups and Presenting the Results
• 6 Conclusion
• Appendix 1 Sample Question Protocol, with Instructions for the Moderator ( instructions are italicized )
• Appendix 2 Additional Analytical Tools Available to the Focus Group Researcher
• Works Cited

5 - Analyzing Focus Groups and Presenting the Results

Published online by Cambridge University Press:  27 March 2019

• Appendix 1 Sample Question Protocol, with Instructions for the Moderator (instructions are italicized)

Access options

Save book to kindle.

To save this book to your Kindle, first ensure [email protected] is added to your Approved Personal Document E-mail List under your Personal Document Settings on the Manage Your Content and Devices page of your Amazon account. Then enter the ‘name’ part of your Kindle email address below. Find out more about saving to your Kindle .

Note you can select to save to either the @free.kindle.com or @kindle.com variations. ‘@free.kindle.com’ emails are free but can only be saved to your device when it is connected to wi-fi. ‘@kindle.com’ emails can be delivered even when you are not connected to wi-fi, but note that service fees apply.

Find out more about the Kindle Personal Document Service .

• Analyzing Focus Groups and Presenting the Results
• Jennifer Cyr , University of Arizona
• Book: Focus Groups for the Social Science Researcher
• Online publication: 27 March 2019
• Chapter DOI: https://doi.org/10.1017/9781316987124.005

Save book to Dropbox

To save content items to your account, please confirm that you agree to abide by our usage policies. If this is the first time you use this feature, you will be asked to authorise Cambridge Core to connect with your account. Find out more about saving content to Dropbox .

Save book to Google Drive

To save content items to your account, please confirm that you agree to abide by our usage policies. If this is the first time you use this feature, you will be asked to authorise Cambridge Core to connect with your account. Find out more about saving content to Google Drive .

• Join the AMA
• Find learning by topic
• Free learning resources for members
• Credentialed Learning
• Training for teams
• Why learn with the AMA?
• Marketing News
• Academic Journals
• Guides & eBooks
• Marketing Job Board
• Academic Job Board
• AMA Foundation
• Diversity, Equity and Inclusion
• Collegiate Resources
• Awards and Scholarships
• Sponsorship Opportunities
• Strategic Partnerships

We noticed that you are using Internet Explorer 11 or older that is not support any longer. Please consider using an alternative such as Microsoft Edge, Chrome, or Firefox.

Focus Group Report Template

Use this tool to help you communicate the findings of a focus group.

• Estimated time required: 2 hours
• Skills required: Research writing

Get Full Access to This Resource With AMA Membership

Market Research Playbook

This tool can be used alone, but it’s also part of the comprehensive Market Research Playbook. It provides step-by-step planning guidance while also helping you utilize more than 25 downloadable tools from the popular AMA Marketer’s Toolkit library.

This tool is powered by Demand Metric .

By continuing to use this site, you accept the use of cookies, pixels and other technology that allows us to understand our users better and offer you tailored content. You can learn more about our privacy policy here

How to Perform Effective Focus Group Data Analysis

Rev › Blog › Marketing › How to Perform Effective Focus Group Data Analysis

In a focus group, researchers bring together carefully selected individuals to discuss and give feedback on a product or topic.

Focus group techniques are most commonly used by marketing, sociology, and healthcare organizations, and tend to be more useful in the initial stages of research, as group dynamics play a powerful way in understanding broader topics and generating new ideas.

However, any professional or academic who hopes to understand and explain the meanings, beliefs, and cultures that influence the feelings, attitudes, and behaviors of individuals can make good use of proven focus group data analysis methods .

Qualitative research requires its own analysis strategies, and often, you may be dealing with hours of recorded focus group discussion. So what’s the best way to put this information into a usable format and make sense of what you’ve heard? It all starts with transcribing your interview.

Transcribe Your Focus Group Recordings

Focus groups are a great way to get insight into multiple perspectives and understand the role group dynamics play in purchasing decisions. Plus, a verbal discussion is often more fruitful than a written survey — getting people to talk and interact without the mediation of pen and paper typically provokes deeper, truer statements.

However, audio and video recordings are challenging to organize when they exist purely ‘on tape.’ The best solution is to get these recordings into a written format as soon as possible after the interview.

Having a written transcript of your focus group recording makes it searchable among other transcripts in your records. And the transcript is also searchable in itself, so you can easily jump to a particular keyword or phrase within the interview.

The accuracy of the transcript is critical. You need it to be spot -on with quotes in your final report. And we all know the old “Let’s eat Grandma!” trap — incorrect punctuation and homonyms can drastically change meaning.

A transcription partner like Rev offers a quick and accurate way to transcribe your focus group audio. We offer both human and AI-generated transcription services , making sure that you have a reliable solution that works for your needs and within your time, budget, and labor constraints.

If you’re pressed for time, choose our AI Transcription option for a near-instantaneous, automated transcript, which returns a 90%+ accurate transcription file to you in minutes. If accuracy is your top priority, choose Human Transcription, which leverages our marketplace of 70,000+ experienced transcribers to deliver you a 99% accurate transcript in less than 12 hours.

Shapiro + Raj, one of the largest independent insights companies in the nation, partners with Rev to speed up the analysis process and get the insights they need, especially when conducting focus groups.

“You have a lot of people talking [during a focus group] and the conversations can distract our staff from taking detailed notes,” said Brian Koch, Shapiro + Raj’s Director of Qualitative Analytics. With Transcripts, however, the researchers at Shapiro + Raj can spend more time engaging with participants without running the risk of missing crucial insights. Check out the full Shapiro + Raj case study .

Identify Major Themes and Organize the Data

Once you get your transcript, read through it with care. While you had some themes in mind when you initiated your focus group, new themes will have likely emerged after your discussion.

You can use Rev’s Transcript Editor to annotate the transcript while you read, separating it into sections with descriptive titles. This helps you build a separate list of themes. You might not return to them all, but when you’ve read through the transcript from a thematic perspective, you’ll have a clearer idea of the underlying drift. Then you can choose the most important themes with which to dissect the data.

In addition to the Transcript Editor, Rev offers an AI-powered Transcript Assistant tool , which does the heavy lifting of pulling out vital information, recurring themes, timestamps and speaker longevity breakdowns, and more directly from your transcript file, saving you even more time. Talk about an efficient focus group data analysis method.

The next step is to organize the data by question and theme. How you do this will depend on how you think and how your organization works. You might:

• Color-code the responses or highlight the text in your transcript.
• Cut and paste text from your transcript into a database or spreadsheet table.

With Rev’s Transcript Editor and AI Transcript Assistant, you can edit and organize your transcript by:

• Searching the transcript text or timestamps for specific golden moments you recall from your interview.
• Highlighting quotes, making notes, and adding comments throughout the transcript.
• Editing speaker labels to further differentiate between different participants in your focus group.
• Sharing your transcript with your team and working collaboratively to pull insights faster.

With Rev Workspaces , you and your coworkers across various departments can work independently or collaboratively within a single account to get more done with less effort. You can organize your file libraries in your Rev account by how you work—whether that’s projects, teams or departments—and collaborate with your team members to share and edit files, place new transcript orders, and update project statuses without needing to all physically be in the same place.

Interpret the Themes and Ideas In Context

By now, you should have a good idea about the nature of your data. So, it’s time to interpret the major themes and ideas in the context of your business needs.

Begin by identifying the main ideas that recurred across your focus group discussions. Where possible, identify quotes that encapsulate themes and trends. Nothing tells a story like dialogue! Draw a distinction between general trends and unique but significant outlier responses. Often, one unusual answer can illuminate a more common group trend.

Don’t forget to read the data in light of the demographics of your participants (age, income, gender) to explain trends within the data. And finally, tie your findings to potential outcomes and action points.

Focus group data puts the human touch back into research. A dialogue between real people and textual analysis by a flesh-and-blood expert (that’s you). Once you’ve got an accurate focus group transcript , your most powerful tool is your brain.

Related Content

Latest article.

How to Analyze Focus Group Data

Most popular.

Differences in Focus Groups & In-Depth Interviews for a Successful Market Research

Featured article.

How to Use Automatic Transcription as a Marketing Professional

Everybody’s favorite speech-to-text blog.

We combine AI and a huge community of freelancers to make speech-to-text greatness every day. Wanna hear more about it?

• Book a Speaker

Lorem ipsum dolor sit amet, consectetur adipiscing elit. Vivamus convallis sem tellus, vitae egestas felis vestibule ut.

Error message details.

Reuse Permissions

Request permission to republish or redistribute SHRM content and materials.

How to Conduct an Employee Focus Group

Focus groups serve a variety of purposes for the human resource professional. They can be used to gather feedback on pilot programs or to check the pulse of the workforce following a major change or reorganization. Focus groups can also be used as a vital and useful supplement to employee surveys. Whereas surveys are most effective at providing quantifiable data, focus groups can be used to “enrich” these results by revealing the more qualitative perspectives underlying the numbers. Although focus groups have multiple uses, there are some common guidelines for making them optimally effective. It is easy to gather a group of employees in a room, ask a few questions and have a “discussion.” It takes care, however, to ensure that the discussion yields reliable data that can serve as a basis for decision-making. A productive focus group is much more than a chat session. Too often, the assumption is made that if a group of people is gathered in a room, a collective and representative opinion will naturally emerge. However, principles of group dynamics suggest otherwise. In fact, left to chance, a focus group will almost certainly fail to live up to its potential.

This guide is meant to show the basic steps in conducting an employee focus group. Each step below requires development beyond what this guide is meant to cover.

Step 1: Select the Purpose Statement and Obtain Executive Support and Commitment

The first task in preparing for a focus group is creating a purpose statement. The purpose statement provides a concise and clear rationale for conducting the session. It describes the “focus” of the focus group. Some examples of purpose statements include:

To discover, clarify and record themes regarding employee perception of and reaction to the new benefits plan.

To evaluate employee satisfaction with the individual employee development plan.

To uncover ways to increase employee survey participation rates.

As with employee surveys, obtaining executive support and the commitment to take actions based on the results are keys to success. Employees need to know that their participation will actually make things better; if not, the entire process of any focus group will be undermined and a waste of resources. When possible, HR professional should present executives with objectives that affect the bottom line, such as increased participation in consumer-driven health care to reduce costs, increased engagement or manager-employee communications to reduce turnover, or a decrease in employee accidents leading to a decrease in workers’ compensation costs.

Step 2: Develop a Process Guide, Including Group Questions

A process guide includes a session outline and the group questions to be discussed. An outline that will be distributed to the participants should include the purpose statement, the rules of participation, any opening activity and the discussion format. An example follows:

Session outline

II. Opening activity

Pair discussion: “If you could make one point today about the new benefits plan, what would that point be?”

The facilitator is neutral.

Everyone participates.

Listening is as important as talking.

Disagreement and differences of opinion are good.

Common courtesy is exhibited at all times.

IV. Discussion

Presentation of question.

Individual review (two minutes).

Discussion.

An opening activity is useful as an icebreaker and to get the dialogue going. In addition to the example above, the opener could be a game, such as having the employees draw a picture of themselves reading about the new benefits plan, or filling in the blank in a sentence such as “I wish the new benefits plan had/didn’t have _____.”

The process guide may also address the HR professional’s research methodology and any reporting procedures. Some examples include:

How employees and the facilitator were selected.

How the data are collected, and processes for drawing conclusions, including any debriefing sessions with the facilitator team.

How key findings and recommendations will be presented, such as an executive summary, to whom they will be reported and in what time frame.

Question design is a critical step in preparing for a focus group. The key here is specificity. Questions should be designed to solicit the views of participants regarding specific issues. General questions generate general thoughts. Specific questions generate specific thoughts and bring to light the detail necessary to define issues in such a way that effective action can be taken. Consider the differences:

“What do you think about the new benefits plan?”

“What are the two most important changes in the new benefits plan?”

“What is the most positive aspect of the new benefits plan, and why?”

The first question, if asked of a group of employees, will most likely generate little more than shrugs. The other two questions, however, ask participants to categorize their thoughts around specific aspects of the topic. Using more specific questions incites the type of discussion that yields meaningful, rather than vague and general, information. A grouping of two to five questions would be appropriate for a focus group to discuss.

Step 3: Select the Team Facilitator

The facilitator plays the leading role in a focus group. He or she does much more than merely asking questions. The facilitator is ultimately responsible for the outcome of the session. If the facilitator plays his or her role effectively, a meaningful result is much more likely.

Managers or department heads generally should not facilitate a focus group of their own direct reports. Candid responses will be extremely rare, employees may feel uncomfortable given the topic, and employees often look to please and agree with what they feel their superior wants. HR representatives can make good facilitators, as can a skilled, outside facilitator. Whoever is selected, he or she must remain neutral and have the skills to keep the discussion on track, to steer the conversation away from a general gripe session, and to avoid an uninspired, silent meeting.

Scribes should also be selected when possible, as the facilitator, ideally, should not be taking notes. A facilitator may write on a white board for discussion purposes, but another team member should note additional points, comments or issues to consider. Some employers may also record these sessions, to be transcribed later, but should ensure that employees are comfortable with this option and that it will not limit candid responses.

Step 4: Select and Invite Employee Participants

Though opinions vary, the general size of each employee focus group should be composed of between six and 12 employees, with between two and 10 groups used overall. Certainly the nature of the topic and size of the employer will help govern the focus group size. Whether the employee selection is random or based on other factors, a good representation of the affected population is the goal. Selection criteria may include employee tenure (to select both newly hired and long-term employees), performance ratings, function/department, personality type or other demographics meaningful to the topic. Some topics may allow for managers and direct reports to be in the same group, but in general, they should be kept separate. A balance that will be both representative and meaningful for the topic being discussed is sought.

Whereas some employers make participation mandatory, most will invite employees to participate on a voluntary basis. The meeting should be scheduled during work hours in a private room where employees will not be overheard. Meetings are usually scheduled for 60 to 90 minutes. Employers should ensure confidentiality and anonymity of any comments made from the facilitators and ask for the same among participants.

Step 5: Conduct the Meeting

The HR professional should arrive early to set up the room and any recording devices or technology being used. Circle seating is best to encourage conversation. Scribes should have the necessary equipment to record the responses accurately, and all facilitator materials must be in place. Name tags or tent cards with first names of the participants should be set up to help identify speakers.

As participants arrive, they should be welcomed and provided informal introductions to encourage conversation. The HR professional should review the process guide and outline to explain the purpose of the meeting, agenda, ground rules and expectations. Participants should be allowed a few minutes to review the discussion questions quietly, and then the facilitator may proceed with the discussion.

To keep the discussion moving and on track, the facilitator should:

• Speak in a conversational tone and make eye contact with participants to both engage them and show them he or she is listening. The facilitator, remaining neutral, should watch participants’ body language for signs of agreeing or disagreeing with what is being said.
• Allow some tangents in the conversation, but bring the discussion back to the stated question. The facilitator must be able to gently interrupt participants who go on too long and ensure equal time is given to varying opinions.
• Be sensitive to participants whose comments may have been misunderstood or who did not have time to fully explain their point of view. The facilitator should ask probing questions (e.g., what, why) and paraphrase or repeat back certain phrases so that ideas can be clarified and validated.

Participants should be thanked for their time and contributions to the meeting, and be told what follow-up to expect. Some employers choose to thank participants with a free lunch or a small gift such as movie tickets. HR professionals should consider what schedule and motivators work best for their organizations.

Step 6: Analyze Data and Report Findings

The HR manager should hold a debriefing session with the scribes and the facilitator to cull employee feedback, universal themes, overall tone of the meeting, surprising comments and any personal observations worth noting. The information may best be arranged by responses to the discussion questions or by dominant themes or concerns. The HR professional should draw overall conclusions that answer the discussion questions, and if appropriate, develop recommended action steps.

HR should then create an executive summary of objectives, key findings and recommendations and communicate the results as appropriate to managers and above, and to employee participants. Participants should be informed about how the information will be used, and HR should offer follow-up reports or summaries to ensure employees know actions were taken.

Related Content

Why AI+HI Is Essential to Compliance

HR must always include human intelligence and oversight of AI in decision-making in hiring and firing, a legal expert said at SHRM24. She added that HR can ensure compliance by meeting the strictest AI standards, which will be in Colorado’s upcoming AI law.

A 4-Day Workweek? AI-Fueled Efficiencies Could Make It Happen

The proliferation of artificial intelligence in the workplace, and the ensuing expected increase in productivity and efficiency, could help usher in the four-day workweek, some experts predict.

Advertisement

Artificial Intelligence in the Workplace

​An organization run by AI is not a futuristic concept. Such technology is already a part of many workplaces and will continue to shape the labor market and HR. Here's how employers and employees can successfully manage generative AI and other AI-powered systems.

HR Daily Newsletter

News, trends, analysis and breaking news alerts to help HR professionals do their jobs better each business day.

Success title

Success caption

Focus Group Results

Mar 28, 2014

150 likes | 585 Views

Focus Group Results. CG ideas to address PMV mishaps Stop with the “death by PowerPoint”…it doesn’t work. Focus on real victims telling their stories, videos of accident results, and economic consequences

Share Presentation

• aggressive consequences
• cool factor
• taxi reimbursement
• best learning opportunity

Presentation Transcript

Focus Group Results CG ideas to address PMV mishaps Stop with the “death by PowerPoint”…it doesn’t work. Focus on real victims telling their stories, videos of accident results, and economic consequences Promote open discussion of close calls so everyone can benefit from the lesson learned…no retribution PPE options may pose risk due to discomfort, heat stress and fatigue Improve access to training/tuition assistance Require periodic training/refresher Educate MV operators on the risks to MC riders

Focus Group Results CG ideas to address PMV mishaps (cont.) Create awards and incentives for mishap free units Create defensive driving classes Membership to race tracks Stricter punishment of DUI (permanent loss of license, mandatory driver training) Install breathalyzer and speed governors in cars Better work schedules More telecommuting

Focus Group Results CG ideas to address PMV mishaps (cont.) Morale shuttle, taxi reimbursement, free rides Designated rest facilities/hotels (Preplan before event) Take keys prior to drinking Designated driver “People drink and drive because they don’t get caught”

Focus Group Results DoD – Defense Safety Oversight Council (DSOC) Private Motor Vehicle Task Force Most at risk population Sports bike riders 18-26 yrs of age 12 members from all services 10 sportbike 2 cruiser (V-Twin style) 1 year to “lifer” in experience level

Focus Group Results (DSOC) Training 9 took safety training and 3 are self taught Considered training good for all levels of experience Need more experienced-level courses PPE Consider it optional, even helmets, depends on bike, speed and riding conditions Vests can cause heat and discomfort leading to fatigue Push limits since they feel more protected. “Full leather…anything goes” “Sometimes being too careful is just as bad” “Cool factor”…girls can’t see you!

Focus Group Results (DSOC) Risk Taking/ “Need for Speed” Deflected question to focus on MV lack of respect for MC…MVs “just want to mess with us” Want to show how fast MC is compared to MV Like the “rush” of speed and cornering Primary reason for sports bike purchase All 12 felt the “need for speed” MVs are seen as a “barrier” to MC riders Speed anytime I can…”just give me 50’ of room” Responses show they consider factors (road, traffic) when making decision to speed

Focus Group Results (DSOC) Why push the limits? Adrenaline rush All Alpha males… competition and being the best Restrictions (MC Safety purpose) lead to “outlaw” mentality MC treated different than MV for violations Motorists MVs don’t receive much MC sensitivity…best approach is to get them on a MC MVs are the primary cause of MC mishaps MCs must maintain focus 100% of the time while MVs talk on the phone, read, etc. MVs do not respect the MC

Focus Group Results (DSOC) Crashes/Mishaps Focus on riding under the influence…very common causal factor for the crash (sports bike vs cruiser) 10 of 12 had experienced a crash and considered the event the best learning opportunity Very paranoid at intersections Don’t consider videos or testimonials very effective for training or changing behavior Need to experience the event to change behaviors More concerned about damage to bike than self

Focus Group Results (DSOC) Drink and Ride? NO!! “Hasn’t affected me yet” “I don’t get hammered” “Tell buddies that if you drink and ride, I will not help you” Alcohol reduced reaction…lower BAC for MC riders

Focus Group Results (DSOC) Safety Strategies/Restrictions Riding in groups makes you a better rider Provide place to speed, do stunts, be aggressive Organize “track days” or “safety fairs” where one can practice skills Coordinate with local law enforcement MC crews for training and group rides Restrictions on base (e.g., need for certifications) lead to people keeping bikes a secret “Don’t want to wait for certifications before I can ride” Too many restrictions…why not follow state laws?

Opportunities Using the Human Factors Analysis and Classification System (HFACS) as a risk management approach, the following are offered as opportunities to mitigate MV/MC mishaps - Acts Pre-conditions Supervision Organization

Opportunities Acts – Behavior/attitude changes Training/Education Does current training meet needs Open exchange of lessons learned Peer/mentoring riding programs Simulators Access to speed tracks/MC morale events Behavior based checkpoints (PPE use, speeding, aggressive riding, etc.) non-punitive Aggressive consequences for violations (training, probation, loss of license)

Opportunities Pre-conditions Environment Technology Improve visibility of MC (flashing headlight, noise, etc.) Physical Road conditions and characteristics (distractions, debris, embankments, etc.) Condition of individual Fatigue, physical fitness, nutrition, personality traits

Opportunities Supervision Set expectations and monitor compliance with training and PPE requirements. Create a “NO MC FATALITY” culture and establish milestones and rewards that are valued by crew members. Organize MC events that allow members to demonstrate proficiencies and push thresholds in a safe setting (e.g., speed track). Restrictions should emphasize accountability/consequences and not punishment Evaluate work schedule requirements and consequence of fatigue.

Opportunities Organizational Provide opportunities for training and skill building Create a “NO MC FATALITY” culture and establish recognition/rewards for meeting milestones that are valued by crew members. Create a venue/forum for discussing MC safety restriction with the intent of reaching a unified position and consensus on the types and conditions of restrictions. Publish doctrine that formally states the restrictions and consequences of violations.

• More by User

801 views • 15 slides

FOCUS GROUP

FOCUS GROUP. Taking A Look At Class Rank. How Did We Get Here?. 2004-05 school year high school administrators reviewed the grade weighting scale. Key points: Weighted grade scale should provide an accurate picture of student performance in the context of the difficulty of the course.

565 views • 19 slides

Retention Focus Group

Retention Focus Group. Example of retention focus group questions, results, and recommendations to minimize future turnover. Current Situation. Turnover among technical roles has increased.

571 views • 10 slides

Focus group

729 views • 11 slides

The focus group

The focus group. I make reference to specific clips in the file but forget to specify the name of the file…its there though. Read how Steve Jobs did not believe in any consumer research (shun focus groups) I have some you tube videos on how yo do focus groups

213 views • 3 slides

Parent Focus Group

Parent Focus Group. Monday 18 th November. Progress Update. External validation of the school No further involvement from HMI as yet 2 visits from our York Challenge Partner to review progress against the plan and standards.

351 views • 8 slides

Student focus group results

During 2009-2010, room 206 in the Education Building was redesigned by the CEPS Technology Committee The purpose was to building a new style of classroom that did two things Allowed for more collaboration Incorporated new, cutting edge technologies

318 views • 19 slides

Focus group Results

Focus group Results. Moscc 2014. Jaclyn Jarmulowicz Employment &amp; Training Resources, Framingham . Overview.

812 views • 11 slides

Focus Group

Focus Group. Chapter 8. Fadwa Al- Amri. The role of the moderator . Recording equipment . Choosing a venue . Recruiting your participants . How to Conduct Focus Groups .

725 views • 37 slides

Focus group. Amna Aaesha Alwan Maryam Nasser Hessa AB3. The role of the moderator:. Need to explain the propose. Usually one and a half hours or more. Asking questions. Listen carefully. Good eye contact. Taking notes. Influence your data.

180 views • 7 slides

Group Results

DARPA CoABS Workshop Las Vegas, NV. Final Group 1 (TIE) Briefing Coordinator: Katia Sycara January 29, 1999. Group Results. 1. Participants in each TIE got together to resolve technical issues There will be 3 TIEs conceptually connected through a story. consensus commitment

223 views • 15 slides

1c focus group

1c focus group. Sarah Bildstein Becca Ronketty Taylor Young Kayndra Henderson. Case objective. The case objective is to establish the extent of overconsumption of alcohol among college students and to define what characteristics were associated with these behaviors.

220 views • 14 slides

PROFILES - CPD 10-12 July 2011. Focus Group. תמי לוי נחום. המורה כמנהיג. המורה כלומד. המורה כמורה. המורה הרפלקטיבי. התמקצעות מורים. Focus Group. For decades… Focus Group. Has been used as a marketing decision-support tool. later…. It started to be used in medicine and in education….

497 views • 24 slides

Focus Group. Longfellow Middle School Library May 7, 2013. Agenda Focus Group Meeting May 7, 2013 6:00-7:30pm Longfellow Middle School Library Meet and Greet Welcome…Dr. Phil Ertl, Superintendent The Occassion …Dean Heus, Supervisor of Student Services

360 views • 8 slides

Focus Group Results. Attendees: Andy Appleton, Dennis Jefferies, Juli Morris, Eric Snyder Date: 140714. What are your favorite tools to use when receiving information at home?. Newspaper Subscribed news letters Word of mouth Email TV.

338 views • 21 slides

Focus Group results

Focus Group results. Question 1-How old are you?. I tried to find out my target audience’s age to determine effective advertisements; out of those who were questioned, all were between 16-21, my desired target audience. Question 2-What is your gender?.

252 views • 15 slides

Focus group research

Focus group research. Getting started. JMS3 JDD groups. Group 1 (WEPD) Venue: 201 Facilitator: Simon Pamphilon Writers: Siobhan Louw, Michael Kaeflein, Gouqin Wang, Daniella Djan Designers: Fran Thring, Frances Dicks, Zethu Mtshemla, Amy Benjamin

376 views • 10 slides

Results From Focus Group Questionnaire

Results From Focus Group Questionnaire. Introduction.

171 views • 11 slides

Focus groups results

Focus groups results. By Taylor Lansbury-Clarke. Due to problems with resources, I had to use my questionnaire I designed in a focus group. Question 1) What gender are you?.

291 views • 16 slides

Analyzing Focus Group and In-Depth Interview Results

Focus group and in-depth interviews produce copious amounts of data. It isnu2019t uncommon to have hundreds of pages of transcripts following a qualitative market research study. While there are often numerous insights within the data, until it is analyzed and synthesized, it remains unhelpful.

42 views • 2 slides

Consumer Focus Group Results

Consumer Focus Group Results. Mary Irvine, DrPH 1 Anthony Santella, DrPH 1 Craig Fryer, DrPH 2 1 NYC DOHMH, HIV/AIDS Care, Treatment, and Housing Program 2 University of Pittsburgh School of Public Health Ryan White Planning Council Consumer Committee and PLWHA Advisory Group June 2008.

305 views • 28 slides

• Home > B2B Blog > The Benefits of Conducting In-Person Focus Groups
• The Benefits of Conducting In-Person Focus Groups

Focus groups are an extremely valuable method of qualitative data collection, which generate rich, qualitative data through open-ended questions and interactive discussions. They usually involve a moderator leading a discussion with a small group (ideally 6-8 individuals) to understand their views and opinions on a particular topic product, service, or idea.

They are different from other qualitative data collection methods (such as in-depth interviews, diary studies etc.) in that their purpose is to generate data through interaction and discussion between group participants – participants have the opportunity to share their own views and experiences, listen to those of others, reflect on their own standpoint and consider this further.

Focus groups have traditionally been conducted in face-to-face environments. Over time, the modality has evolved to include online environments – starting with online forums and discussion boards, and more recently, online groups using video conferencing software (i.e. MS Teams, Zoom) which mimic the face-to-face environment.

Each approach has its own unique benefits and drawbacks, and it is important to consider the research objectives before deciding on whether an in-person or remote focus group will yield the desired outcomes.

Before considering the pros and cons of each approach, it is worth clarifying the nature of group processes and the stages involved in group discussions. By understanding the processes and dynamics of group discussions, we can better envisage how these dynamics would play out in a face-to-face or a virtual environment and help us decide which method would best suit our research objectives.

The stages observed in group discussions

The psychologist Bruce Tuckman identified five stages that are commonly observed when a group of people come together to discuss or work through a particular topic, and these phases comprise: forming, storming, norming, performing and adjourning.

Before briefly summarizing each stage, it’s important to note that the researcher’s goal is to guide the group to reach a productive (‘performing’) stage, where the group works with greater synergy, tackling more challenging topics and yielding greater depths of insight. It is important to consider what are the drivers and blockers of reaching this stage in a virtual environment, versus a face-to-face environment.

Forming: in this phase, individuals have not yet relaxed into the group situation and may be preoccupied about their acceptance into the group. Individuals will engage more with the group moderator in this phase and are less likely to engage with other participants.

Storming: this is a period of tension where some individuals may adopt particular roles, some may attempt to exert their dominance or expertise, while others may respond with silence or aloofness.

Norming: a calmer phase often follows, where the group norms are established and participants begin to work cooperatively and some may seek common ground, agreeing with others and reinforcing what they say. It is this stage where social norms will influence individuals and may express normative and socially acceptable views – which are important for the moderator to revisit later in the discussion as individuals become more relaxed in the group environment.

Performing: during this stage the group will work more interactively and more openly discuss the research topics. The group will have relaxed and individuals are less guarded by this stage, allowing greater levels of agreement and disagreement between group members. This is the most productive phase of the group, where the group works with greater synergy, tackling more challenging topics and yielding greater depths of insight. Some groups do not reach this stage despite the researcher’s best efforts, and it is important to consider how the format of the group can facilitate or inhibit the group discussion reaching this point.

Adjourning: the final phase often sees the group consolidating and sometimes reinforcing their earlier points, as the group draws to a close. Participants are given the opportunity to share any final thoughts they have, reflecting on the discussion overall.

Understanding this view of the stages of a focus group discussion helps us consider which modality of group would yield the most insight and help us achieve our research objectives. Of course, there are distinct benefits to each approach, whether face-to-face or online, which also warrant consideration when deciding on the most suitable approach.

Benefits of face-to-face focus groups

Enhanced engagement, dynamics and rapport building.

Arguably, a face-to-face environment more closely mirrors a natural social setting where the physical presence of participants aids spontaneity and encourages debates which reveal more about participants’ opinions and motivations. Building rapport comes more naturally in person, and distractions tend to be less prevalent in face-to-face settings, helping participants to focus and engage in the discussion. It is also worth adding that the greater energy involved in face-to-face discussions is a core benefit and avoids online group fatigue – where having a discussion in an online environment can result in the participant experiencing high cognitive load, having limited interactions with other participants and potentially dropping out from the group.

Greater spontaneity and opportunity to observe non-verbal communication

Spontaneous reactions that can lead to unexpected insights are more likely in a physical setting. While non-verbal cues can be more easily observed by the researcher – such as demonstrating agreement by nodding or shaking head and the emphasis and gesticulation used when discussing specific topics. It also works from the researcher’s perspective, who is able to look around the room and gesture to participants. The researcher can interpret body language as an indication of the participant’s engagement – the researcher can see who is trying to interject, who looks confused, who seems bored – and find a way to engage them in the discussion.

Physical interaction with stimuli

Physical materials and stimulus can be interacted with in-person, making face-to-face groups a good choice for approaches involving product and concept testing, projective techniques requiring materials (i.e. drawing exercises) and role-playing.

Benefits of online groups

Not limited by geographical proximity.

Online groups are particularly useful where time-pressed or geographically dispersed populations mean that it would be difficult to bring a group together physically or if there was a reason that a physical group might somehow inhibit people’s ability to openly articulate their views. These groups offer a convenient option with participant’s able to join from anywhere, meaning better chances of good participation rates.

Cost and time efficiencies

While face-to-face groups incur charges for viewing room hire, travel and other logistical arrangements, remote groups are often much more cost-effective. With no requirement to travel to the focus group, or coordinate face-to-face meeting spaces, online focus groups can be organized more quickly and efficiently.

Technological efficiencies

Today’s online focus group platforms allow the researcher to mimic a face-to-face group by providing the opportunity for participants to discuss topics/work together in smaller groups in online break-out rooms. They also allow the use of the chat function to informally share views, online polls and mentimeters, and screen sharing which allows the presentation of online stimulus. Each of these helps to engagement and build on the depth of interaction and discussion. Remote focus groups also have the benefit of built in recording and transcribing – increasing efficiencies in capturing the data for analysis.

Reduced environmental impact

With no travel involved, remote focus groups reduce the carbon footprint of the activity – contributing to more sustainable research approaches.

It is clear there are distinct benefits for each approach when it comes to conducting focus groups either face-to-face or online. In my view, the social context of the face-to-face focus group better allows the researcher to observe the development of ideas and how this is shaped through discussion with other participants. I would argue that the face-to-face approach is better suited to facilitating a more dynamic, interactive and engaged group and would be my mode of choice for any research incorporating focus groups.

Of course, the convenience and greater speed of conducting online focus groups makes this choice attractive – in which case the researcher might consider a hybrid approach such as conducting a proportion of face-to-face focus groups with core audiences and a proportion of online focus groups with supporting audiences (i.e. in relation to the target audience) – to achieve the best of both worlds.

To discuss how our tailored insights programs can help solve your specific business challenges, get in touch and one of the team will be happy to help.

Get in touch to discuss your research requirements >

Recent Articles

• Navigating Remote Training: Turning Challenges into Opportunities
• The Importance of Active Listening in Business Communication and Market Research
• When to Use Qualitative Research to Better Understand Your Customers and Their Needs
• 5 Top Tips for Running Effective Customer Journey Workshops

Speak to an expert...

• Keep up to date with our latest research
• First name *
• Last name *
• Company name *
• By subscribing to this newsletter, you are opting in to our marketing communications. Read our privacy policy for more information.
• Comments This field is for validation purposes and should be left unchanged.

Privacy Overview

• SUGGESTED TOPICS
• The Magazine
• Newsletters
• Managing Yourself
• Managing Teams
• Work-life Balance
• The Big Idea
• Data & Visuals
• Reading Lists
• Case Selections
• HBR Learning
• Topic Feeds
• Account Settings
• Email Preferences

New Rules for Teamwork

• Angus Dawson
• Katy George

Not that long ago, teams were typically composed of people with similar skills working in the same place. Their efforts were based on the idea that by working together in a well-managed process, they could deliver replicable results.

Today, companies of all types are called on to demonstrate integrated, cross-functional, project-based teamwork in their operations.

New ideas about teamwork are emerging, some based on experience, some guided by new practices, some made up on the fly. But none of this has yet cohered into a systematic approach to improving how teams work.

In this article, the authors set out new principles of teamwork that focus on continuous, real-time testing, learning, analysis, adaptation, and improvement.

Collaboration is more complex than ever—and more difficult to get right. Here’s how organizations can build better teams.

Idea in Brief

The changing reality.

Traditional thinking about teamwork has often been based on intuition and observation. But that approach isn’t well suited to today’s workplace, which demands that teams adapt to constant change and disruption.

The Problem

New ideas are emerging, some based on experience, some guided by new practices, some made up on the fly. But none of this has yet cohered into a systematic approach to improving how teams work.

The Way Forward

The authors set out a new, systematic approach to teamwork that relies on continuous, real-time testing, learning, analysis, adaptation, and improvement.

Not that long ago, teams were typically composed of people with similar skills working in the same place. Their efforts were based on the idea that by working together in a well-managed process, they could deliver replicable results. They primarily operated with efficiency and effectiveness but would frequently encounter obstacles, such as internal siloes or bureaucratic processes, that hindered their overall performance. In response, they began to innovate how they worked together, establishing the groundwork for a more flexible, cross-functional approach to their rituals and practices. From the Skunk Works engineers of the 1950s to Brazilian football in the 1960s to the aviation and surgical collaborations that delivered stunning improvements in the 1990s and early 2000s, organizations have continually searched for ways to enhance their teams’ effectiveness.

And what to do about it

• AD Angus Dawson is a senior partner in McKinsey & Company’s Sydney office.
• KG Katy George is a former chief people officer at McKinsey.

Partner Center

• Today's news
• Reviews and deals
• Climate change
• 2024 election
• Fall allergies
• Health news
• Mental health
• Sexual health
• Family health
• So mini ways
• Unapologetically
• Buying guides

Entertainment

• How to Watch
• My Portfolio
• Latest News
• Stock Market
• Biden Economy
• Stocks: Most Actives
• Stocks: Gainers
• Stocks: Losers
• Trending Tickers
• World Indices
• US Treasury Bonds Rates
• Top Mutual Funds
• Options: Highest Open Interest
• Options: Highest Implied Volatility
• Basic Materials
• Communication Services
• Consumer Cyclical
• Consumer Defensive
• Financial Services
• Industrials
• Real Estate
• Stock Comparison
• Advanced Chart
• Currency Converter
• Credit Cards
• Balance Transfer Cards
• Cash-back Cards
• Rewards Cards
• Travel Cards
• Credit Card Offers
• Best Free Checking
• Student Loans
• Personal Loans
• Car insurance
• Mortgage Refinancing
• Mortgage Calculator
• Morning Brief
• Market Domination
• Market Domination Overtime
• Asking for a Trend
• Opening Bid
• Stocks in Translation
• Lead This Way
• Good Buy or Goodbye?
• Financial Freestyle
• Capitol Gains
• Fantasy football
• Pro Pick 'Em
• College Pick 'Em
• Fantasy baseball
• Fantasy hockey
• Fantasy basketball
• Download the app
• Daily fantasy
• Scores and schedules
• GameChannel
• World Baseball Classic
• Premier League
• CONCACAF League
• Champions League
• Motorsports
• Horse racing
• Newsletters

New on Yahoo

• Privacy Dashboard

Yahoo Finance

Martello reports financial results for the first quarter of the 2025 fiscal year.

Vantage DX revenue grows as the Company focuses on product innovation, generating demand and developing partner channel sales, including new opportunities in the Mitel channel.

Vantage DX achieved 18% year-over-year revenue growth and a 15% increase in monthly recurring revenue (MRR).

Martello launched user experience management for Copilot for Microsoft 365 in June 2024 , as part of a drive to help businesses safeguard their investment in costly premium Microsoft services such as Teams Rooms and Teams Phone.

The Company is investing in H1 FY25 to increase market demand for Vantage DX and acquire, onboard and activate channel partners.

Mitel channel is a stable source of recurring revenue with upside from Mitel's acquisition of Unify and growing interest in Vantage DX from Mitel and Mitel partners.

Legacy products are sunsetting as planned.

/NOT FOR DISTRIBUTION TO UNITED STATES NEWSWIRE SERVICES OR FOR RELEASE, PUBLICATION, DISTRIBUTION OR DISSEMINATION DIRECTLY, OR INDIRECTLY, IN WHOLE OR IN PART, IN OR INTO THE UNITED STATES ./

OTTAWA, ON , Aug. 15, 2024 /CNW/ - Martello Technologies Group Inc. , ("Martello" or the "Company") (TSXV: MTLO), a provider of user experience management solutions purpose-built for Microsoft Teams and Mitel unified communications, today released financial results for the three months ended June 30, 2024 . Martello software provides businesses with actionable insights on the performance and user experience of cloud services such as video conferencing and voice calls, with a focus on Microsoft 365, Microsoft Teams and Mitel unified communications.

Terence Matthews , Chairman of Martello is pleased with the pace of Vantage DX product innovation and its potential to create opportunities in the Mitel ecosystem: "Businesses are investing significantly in premium Microsoft services such as Copilot, Teams Rooms and Teams Phone. It's absolutely critical that they provide an exceptional experience and high uptime for users," said Mr. Matthews. "Partners have an increasingly important role to play in providing these services to customers, and I'm pleased that many have turned to Martello, already a trusted partner, for their experience management solution."

"Martello is rapidly executing on significant change and improvement initiatives to drive Vantage DX growth", said Jim Clark , Chief Executive Officer of Martello. "Together with the management team and board of directors, I am monitoring the impact of these improvements closely to ensure they drive value for customers and shareholders. We continue to look deeply at every step of the value chain to find opportunities for improvement. We are making targeted investments and repurposing resources in H1 FY25 to develop our channel business and to increase market demand, which we believe will have the most meaningful impact on Vantage DX revenue growth".

Q1 FY25 Financial Highlights

Revenue in Q1 FY25 was $3.8M representing a 5% decrease compared to Q1 FY24. Vantage DX revenue grew 18% year-over-year and Mitel revenue declined slightly. Sunsetting legacy product revenue declined as expected.

Vantage DX monthly recurring revenue ("MRR") increased by 15% in Q1 FY25 compared to Q1 FY24, both from direct sales and activities with partners. Vantage DX is the experience management solution that is purpose-built for Microsoft Teams. Vantage DX contributed $0.60M in revenue in Q1 FY25, an 18% increase compared to the same period in the prior year.

Sunsetting legacy product revenue represented 39% of total revenue in Q1 FY25 and declined by 12% or $0.21M in Q1 FY25 compared to Q1 FY24. The ongoing decline of legacy product revenue is proceeding as expected.

The Mitel business remains a stable source of recurring revenue and cash, with a 5% decrease in revenue from this segment in Q1 FY25 compared to the same period in the prior year (8% decrease when normalized for foreign currency exchange). This decrease is attributable to a minor variance in the mix of revenue from various Mitel Performance Analytics offerings, partially offset by favourable foreign currency exchange rates (USD-CAD). The Mitel business represented 45% of total revenues in Q1 FY25 and Q1 FY24.

Revenue was 98% recurring in both Q1 FY25 and Q1 FY24.

Gross margin as a percentage of revenue was 87% in Q1 FY25, compared to 88% in Q1 FY24. This nominal decrease is attributable to the higher cost of hosting software products on the cloud. Management continues to execute a strategy to reduce hosting costs.

MRR decreased by 6% to $1.24M in Q1 FY25 compared to $1.31M in the prior year. The decrease is primarily attributable to expected declines in legacy product revenue. MRR is a non-IFRS measure, representing average monthly recurring revenues earned in a fiscal quarter.

Operating expenses decreased 6% to $4.05M in Q1 FY25 compared to $4.29M in Q1 FY24. These reductions in operating expenses represent a continued focus on value for spend in all functions of the value chain, including lower headcount costs.

The Q1 FY25 loss from operations of $0.75M represented a 2% decrease compared to $0.76M in Q1 FY24, due to the items outlined above, partially offset by lower gross margin.

The Adjusted EBITDA (a non-IFRS measure) was a loss of $0.19M in Q1 FY25, a 4% improvement compared to the same period of FY24, attributable to the items described above.

The Company's cash and short-term investments balance was $6.36M as of June 30, 2024 (compared to $7.72M at March 31, 2024 ).

The financial statements, notes and Management Discussion and Analysis ("MD&A") are available under the Company's profile on SEDAR+ at www.sedarplus.ca , and on Martello's website at www.martellotech.com . The financial statements include the wholly-owned subsidiaries of Martello. All amounts are reported in Canadian dollars.

This press release does not constitute an offer of the securities of the Company for sale in the United States . The securities of the Company have not been registered under the United States Securities Act of 1933, (the " 1933 Act ") as amended, and may not be offered or sold within the United States absent registration or an exemption from registration under the 1933 Act.

This press release shall not constitute an offer to sell or the solicitation of an offer to buy nor shall there be any sale of the securities in any state in which such offer, solicitation or sale would be unlawful.

About Martello Technologies Group

Martello (TSXV: MTLO) is a technology company that provides user experience management solutions purpose-built for Microsoft Teams and Mitel unified communications. The Company's Vantage DX solution enables IT teams to deliver a frictionless Microsoft Teams experience to their users. With Vantage DX, IT can move from reactive to proactive by detecting potential performance issues before they impact users, and speeding resolution time from days to minutes.  This leads to increased productivity, realizes efficiencies, and allows businesses to harness the full value of Microsoft Teams. Martello is a public company headquartered in Ottawa, Canada with employees in Europe , North America and the Asia Pacific region.  Learn more at http://www.martellotech.com

Neither the TSXV nor its Regulation Services Provider (as that term is defined in the policies of the TSXV) accepts responsibility for the adequacy or accuracy of this news release.

Cautionary Note Regarding Forward-Looking Information

This news release contains "forward-looking information" within the meaning of applicable Canadian securities legislation. Forward-looking information can be identified by words such as: "anticipate," "intend," "plan," "goal," "seek," "believe," "project," "estimate," "expect," "strategy," "future," "likely," "may," "should," "will" and similar references to future periods and " includes, but is not limited to, statements with respect to activities, events or developments that the Company expects or anticipates will or may occur in the future, including the aim to accelerate Vantage DX growth in FY25 to drive customer and shareholder value, growth opportunities presented by Mitel's acquisition of Unify and partner engagement, the aim to increase market demand and acquire, onboard and activate channel partners with investments in H1 FY25 and the plan to reduce hosting costs.

Forward-looking information is neither a statement of historical fact nor assurance of future performance. Instead, forward-looking information is based only on our current beliefs, expectations and assumptions regarding the future of our business, future plans and strategies, projections, anticipated events and trends, the economy and other future conditions. Because forward-looking information relates to the future, such statements are subject to inherent uncertainties, risks and changes in circumstances that are difficult to predict and many of which are outside of our control. Our actual results and financial condition may differ materially from those indicated in the forward-looking information. Therefore, you should not rely on any of the forward-looking information. Important factors that could cause our actual results and financial condition to differ materially from those indicated in the forward-looking information include, among others, the following:

Continued volatility in the capital or credit markets and the uncertainty of additional financing.

Our ability to maintain our current credit rating and the impact on our funding costs and competitive position if we do not do so.

Changes in customer demand.

Disruptions to our technology network including computer systems and software, as well as natural events such as severe weather, fires, floods and earthquakes or man-made or other disruptions of our operating systems, structures or equipment.

Delayed purchase timelines and disruptions to customer budgets, as well as Martello's ability to maintain business continuity as a result of COVID-19.

and other risks disclosed in the Company's filings with Canadian Securities Regulators, including the Company's annual information form for the year ended March 31, 2021 dated January 7, 2022 , which is available on the Company's profile on SEDAR at www.sedar.com .

Any forward-looking information provided by the Company in this news release is based only on information currently available and speaks only as of the date on which it is made. Except as required by applicable securities laws, we undertake no obligation to publicly update any forward-looking information, whether written or oral, that may be made from time to time, whether as a result of new information, future developments or otherwise.

SOURCE Martello Technologies Group Inc.

View original content to download multimedia: http://www.newswire.ca/en/releases/archive/August2024/15/c2565.html

• (800) 555-5555

Member Login

• Marine Specialists - Get Listed Today
• Marine Services
• How It Works
• Donetsk Oblast

Marine Specialists Results - Donetsk Oblast

ships employment agent

Find Marine Specialists

Join our newsletter, join our community.

1. Register a member account 2. Create a searchable listing 3. Connect with more clients

• Finding marine contractors or any type of professional marine services is easy by searching through our trusted network of top-rated marine experts.
• List Your Company
• Employers : List a Job Offer
• Job Seekers : List Your CV
• Job Applicants
• List your Business
• Marine Services Ltd.
• All Rights Reserved
• Terms of Use
• Privacy Policy
• Not a Registered User? Create Free User Account
• Are You a Local Business? List Your Company Now

Category : Ethnic groups in Donetsk Oblast

Subcategories.

This category has the following 5 subcategories, out of 5 total.

• Ethnic groups in Donetsk ‎ (10 C)
• Greeks in Donetsk Oblast ‎ (5 C, 25 F)
• Judaism in Donetsk Oblast ‎ (8 C, 1 F)
• Russians in Donetsk Oblast ‎ (1 C, 1 F)
• Tatars in Donetsk Oblast ‎ (2 C)

Media in category "Ethnic groups in Donetsk Oblast"

The following 3 files are in this category, out of 3 total.

• Ethnic groups in Ukraine by region
• Donetsk Oblast

Navigation menu