In a world where businesses are expected to move fast and stay consumer-centric, market research is more essential than ever. But simply conducting research doesn’t guarantee useful outcomes. Even well-intentioned projects can fall short due to planning oversights, timing errors, or misaligned expectations.

At Accelerant Research, we’ve seen that small missteps in setup often cause the biggest issues downstream. Here are six common pitfalls that can derail a project — and how to avoid them.

1. Doing Research at the Wrong Time

The timing of research matters as much as the design. When organizations rush to collect data before clarifying what decisions it will inform, they risk asking the wrong questions — or asking them too soon.

Before commissioning a study, align internally on what the research will drive. If a business strategy or product concept is still in flux, exploratory research (like in-depth interviews or early co-creation) can clarify direction. But if you’re already preparing to launch or reposition, a validation-focused survey may be better suited.

The key is matching research timing to the decision horizon. Too early, and results may become outdated. Too late, and insights can’t influence the outcome.

2. Not Knowing What You’re Looking For

One of the most common missteps is beginning with a general goal like “understand our customers better.” Without a clear learning objective, teams often end up with data that’s interesting — but not actionable.

A helpful starting point is to write out the business question behind the research question. For example:

• “What messaging most effectively drives consideration?” → “Which benefit statements best resonate with target consumers?”
• “Why are sales flat despite awareness growth?” → “What barriers prevent purchase among aware consumers?”

Framing research in this way keeps the effort tightly connected to decision-making and makes analysis much more meaningful.

3. Focusing Too Narrowly

Some teams come to research with a single binary question — “Will people buy this?” — and miss the bigger picture. In reality, consumer choices are shaped by multiple factors: need state, emotional appeal, perceived risk, competing priorities, and more.

Strong research goes beyond “yes or no” to understand why people behave the way they do. That often means pairing quantitative validation (e.g., purchase-intent scores) with qualitative depth (e.g., motivations, trade-offs, language).

By broadening the inquiry, you can uncover secondary insights that inform packaging, messaging, UX design, and customer experience — not just the initial question that sparked the study.

4. Asking the Wrong People

Even the best survey design fails if the wrong audience takes part. A frequent issue is defining the target too loosely (“general consumers”) or too tightly (“current customers only”).

To avoid this, start by identifying who truly influences or represents your decision. For example:

• If you’re testing new product ideas, include both current users and lapsed or potential ones — they may surface untapped opportunities.
• If you’re studying a business-to-business audience, clarify not only the company type but the individual’s role in the purchase process.

Recruiting participants who authentically reflect the target population — and screening rigorously to confirm fit — is what determines data quality. A misaligned sample can easily skew results, leading to misguided strategy decisions.

5. Not Using the Right Methodology

Research design should always fit the question being asked. But many teams default to what’s familiar — an online survey, for instance — even when it’s not the best tool.

A few examples of methodological mismatches:

• Trying to understand why customers behave a certain way using only close-ended survey questions.
• Testing ad creative quantitatively before it’s fully developed — when qualitative feedback would be more revealing.
• Measuring market size with a small convenience sample instead of a statistically valid audience.

Taking time upfront to match objectives, budget, and timeline to the right approach (qualitative, quantitative, or hybrid) ensures the results are both credible and useful.

6. Ignoring the Data

Research only adds value when it’s acted upon. Yet many projects stall after reporting — either because results weren’t what the team expected, or because no one “owns” next steps.

To avoid this, treat the final deliverable as a starting point for discussion, not the end of the process. Ask:

• What do these findings imply for strategy, creative, or product?
• Which results are most urgent or surprising?
• What follow-up questions do we now have?

Teams that build a culture of curiosity — using research to refine and iterate rather than simply validate — get the most long-term value from their insights.

The Bottom Line

The best research doesn’t just collect data; it builds clarity. Avoiding these six pitfalls can mean the difference between a project that informs a slide deck and one that drives real business change.

At Accelerant Research, we’ve seen how thoughtful design and disciplined execution lead to stronger insights — the kind that truly guide decision-making. Taking the time to plan carefully, ask the right questions, and recruit the right participants ensures research remains what it’s meant to be: a catalyst for smarter strategy and better outcomes.