DTO · EN
A conversation about trust, nuances and the art of asking the right questions.
Expert interviews are among the most powerful tools in complex B2B markets. At the same time, they are not an automatic shortcut to the truth. Interlocutors have their own perspectives, interests and knowledge limits. Good interviewing therefore means not just collecting answers, but understanding them in context. Jasper Kleid talks about nuances, trust and methodical discipline.
B.Sc. Business Administration | Junior Consultant
Jasper Kleid has been working at DTO B2B Research & Strategies since 2025. During his time at DTO, he was able to support several projects with a direct connection to European industrial markets. As a business administration graduate (B.Sc.), his focus is particularly on market and competition analyzes as well as strategy development.
An interview becomes exciting when an opinion becomes a reason and the reason becomes a comprehensible decision-making mechanism.
Answer: Often yes - but not always in the first answer. Some topics are sensitive, others are answered very routinely. That's why it's important to first create a real conversation and make it clear that we're not looking for the "right" opinion.
Answer: When it comes to very general market judgments, I listen up. Phrases like “all customers want” or “no one pays for it” can be a good start, but they are not yet a finished insight. We then ask about specific cases, exceptions and counterexamples.
Answer: By always thinking about which role someone is speaking from. A dealer, a manufacturer, a consultant and an end customer experience the same market differently. This is not disturbing, on the contrary: it is precisely these different perspectives that help us to better understand the market logic.
Answer: Questions about specific decisions: “When was the last time you experienced this?”, “Which alternative was chosen?”, “Who was involved?” or “What would have changed the decision?” Such questions lead away from abstract opinions.
Answer: Uncertainty, contradictions or conspicuous emphasis can indicate where further questions make sense. But they shouldn't be psychologized. What is crucial is whether the justification for the content can be understood.
Answer: We don't even try to artificially smooth them. When two experts contradict each other, the exciting question is: Why? Is it due to segment, country, role or business model? Exactly such differences are often more strategically relevant than a supposed consensus.
Answer: When the frequency or distribution of an opinion is crucial. Then qualitative understanding must be complemented by quantitative research.
Answer: Never get hung up on a strong quote. The value arises from recurring patterns, comprehensible reasons and comparison with other sources.
