Research Methogology - How to Increase Response Rate

Now I am about to conduct my own survey on NSD tools application and adoption. My top concern is the low response rate. Thanks to the research methodology class and several reference books, I get to know some factors that I can control to increase response rate.

All the methods are classified according to the survey procedure, so one can make it as a check list to see whether certain point is considered or not. Besides, the examples under each point are the real situation I adopted in my questionnaire design. I wish this may help those PhD students who share the same concern with me.

Just as an old saying goes, plan for the worst and hope for the best!

Part 1 - Constructing the Questionnaire

Place interesting questions first. Questionnaires often get discarded when the respondent peruses the questionnaire but cannot figure out where to start, or what the first question means.

• "Has your company done any NSD project in the past 3 years?"

Make questionnaire short and easy. This lessens the perceived cost of responding. However, limiting a questionnaire to only a couple of questions may make it seem less useful or important.

• I indicated in the cover letter that “this questionnaire should take about 20 minutes.”

Minimize requests to obtain personal information.

• Email was the only personal information I requested as it was used to send summary report.

Part 2 - Constructing the Cover Letter

Highlight survey salience. Respondents are more interested in the topic which is more relevant and important to them. So, choose the research topic more relevant and important to the respondents.

• "It aims to find out: (1) what are the new service development (NSD) tools frequently used in various NSD projects? (2) how do their applications influence project efficiency and success rate?"
• "A summary report of this study intends to offer a new perspective for successfully conducting NSD projects."

Ask for help. People often get a sense of accomplishment from knowing that they helped someone else solve a problem.

• “We are writing to ask for your help with an important study…”
• “Your response is very important to our work.”
• “Your thoughts and opinions can really help us out.”

Highlight opportunities to respond are rare. People have a tendency to view scarce opportunities as more valuable than more common opportunities.

• I used the deadline dates for returning a questionnaire: “...preferably before November 15.”
• “Your company is among a small group that is randomly selected for this study.”

Ensure confidentiality. This may lower perceived cost of their response being made public and should also foster a sense of trust. However, strong statements may backfire.

• I included a statement of confidentiality: "Your responses are voluntary and will be kept strictly confidential. Survey data will be aggregated and statistically analyzed exclusively for research purpose."

Show positive regard. Being regarded positively by another person has reward value to many people.

• Phrases such as “we appreciate very much your help” or “many thanks in advance” can be added to correspondence.
• Use a follow-up postcard designed as a thank you for the prompt return of “the important questionnaire we sent to you recently.”

Make the task appear important.

• Make each contact look important by printing personalized cover letters on letterhead stationery.
• Use organizational email address and logo.

Cooperate with legitimate authority. People are more likely to comply with a request if it comes from an authoritative source.

• Find whether each service sector has a institution or association which we can work together with.

No need to highlight negative aspects. It will only backfire.

Part 3 - Mail out the Questionnaire

Give incentives in advance. Prepaid incentives consistently raise response rates, while postpaid incentives do not, because trust is established between the administrator and respondents and a sense of reciprocal obligation is evoked.

• Enclose material incentives (e.g., summary report, ball point pens) with survey.
• Enclose monetary incentives (e.g., a 2 dollar note, a pair movie ticket). This may not work for business respondents because of company policy.

Conduct a two staged survey. In panel surveys, once people have responded to the first request, it is much easier to get them to respond to subsequent requests.

• “We have several initial questions to ask right now. If you agree to participate…” (Dillman, Dolsen et al. 1995)
• Send pre-notification. “If (1) you decide not to participate in this survey; or (2) your company hasn’t conducted any NSD project so far, please do reply us by email…”

Use Foot-in-the-door/drop off method.

• Questionnaires are handed to respondents in person and a picking-up appointment is set.

Use social network. Executives are more responsive to surveys conducted by those in their existing networks.

• Involve existing social relationship such as trade, industry, professional groups.

Avoid inconvenience.

• Include a business reply envelope.

Part 4 - Send the Reminder

Give social validation. Knowing that other people like themselves have completed a similar action can strongly influence people’s willingness to comply with a request.

• Mention that “We have already received responses from many service firms, and they provided valuable insights into improving NSD success rate.”

Delete those who have responded from contact list. My experience told me that some respondents will get mad at surveyor when they repeatedly receive questionnaires.


This passage largely bases on,
Dillman, D. A. et al. (2000) and Porter, S. (2004). I strongly recommend readers referring to these two classic materials.
Dillman, D. A., J. D. Smyth, et al. (2009). Internet, mail, and mixed-mode surveys : the tailored design method. Hoboken, N.J., Wiley & Sons.
Porter, S. (2004). "Raising response rates: What works?" New directions for institutional research 2004(121): 5-21.