| Vague objectives | When managers cannot agree on what information they need to make a decision. Market research only helps when it investigates a concrete question. |
| Fixed stance | When the decision has already been made and the study is only meant to "rubber-stamp" a preconceived plan. |
| Too late | When results are provided too late to still influence the decision. |
| Poor timing | When a product is in its decline phase, there is little point in researching new product variations. |
| Insufficient resources | It is not worthwhile to set up a quantitative study as long as no statistically significant sample is feasible — or when the finances are not enough to implement the resulting decisions. |
| Costs outweigh benefits | The expected value of information should exceed the costs of data collection and analysis. |
| Results not actionable | When, for example, psychographic characteristics are used that do not help in making concrete decisions. |
| Information not needed | When decision-relevant information is already available. |
