Here, brand obits may not work so well

Editor’s note: Steve Richardson is director of communications for the Qualitative Research Consultants Association.

The spectacle of the 2008 Summer Olympics in Beijing opened the world’s eyes to the vast beauty and unique culture in China. It is a country steeped in centuries of tradition and social customs. The event also marked a turning point - a coming out of sorts - that was designed to demonstrate China’s rapid ascension on the world stage.

China’s influx of capital and influence can be attributed to two primary factors. Economic reforms instituted in the late 1970s are reaping big dividends - China now boasts the second-highest gross domestic product in the world and has experienced an average of about 10 percent annual economic growth for the past 20 years. For many large global businesses, a presence in China is almost a foregone conclusion.

In addition to economic change, China is in the midst of a cultural sea change. In simplified terms, there is a marked difference in the attitudes of those 50+ years old as compared to the younger generation. The more than 300 million Chinese between the ages of 14 and 28 are more affluent and relatively unaffected by the difficulties of the past. That has created a more aspirational and freethinking generation.

China’s rapid growth and expansion has many benefits, of course. But with growth comes a multitude of challenges. For qualitative researchers, understanding the Chinese social and business culture is critical to the success of qualitative research programs conducted with Chinese participants.

In the last five years, qualitative research has grown 20-30 percent in China - recognition of the importance of understanding consumer motivation in a changing and increasingly consumptive culture. For example, there are more than 2,000 brands of shampoo in China, so an increasing number of those brands are embracing the importance of understanding customer motivation and how qualitative research can help them achieve insight and a competitive advantage.

This growth, while encouraging, has had both positive and negative outcomes for researchers, participants and clients. Following are some of the most common challenges qualitative researchers face when conducting projects in China.

Fake documents

An increasingly entrepreneurial economy has led to the emergence of professional respondents who make a living from repeated participation in qualitative research. Known as worms in Chinese, they are often qualified to participate, but their frequent participation results in “model” answers that don’t deliver the deeper insights being sought. There are also non-qualified respondents who fake documents, use multiple identities and even coordinate these activities in small groups.

Hamish Liu, a QRCA member and managing director of Beijing-based Force Research, tells of one real-life example where a respondent’s briefcase included 15 different identification cards, four driver’s licenses, two different housing certificates and three medical certificates showing he had diabetes, asthma and heart disease. The more than 20 business cards he carried showed him as, among other jobs, a university professor, manager, engineer and merchandiser. His cell phone received redirected calls from seven different phone numbers. In reality, the man was jobless and in perfect health. His job was professional respondent.

Being aware of respondent quality issues is the key to overcoming them, says Hong Kong-based researcher David Ho, a QRCA member and research director of Market Strategies International. “These problems are introduced into projects either because the field partner is incapable, or because staff members know the problem but still recruit such people to fill slots. It is critical that field partners in China be carefully selected and this issue be addressed directly with them in advance,” Ho says.

To further combat the problem, researchers are developing more aggressive “proof questions” that help them screen out unqualified participants. For example, if a respondent says he or she drives a certain car brand, the researcher might ask a question about a feature of that car that does not actually exist. Only prospects who question the car feature are allowed to participate. In addition, researchers are improving the databases that document professional respondents in order to screen them out.

Sprouting up

With the explosion in growth of qualitative research the last few years, qualitative research companies are sprouting up throughout the country. Because the point-of-entry cost is low to start a research business, moderator quality and experience can be an issue. “To be considered a market research company in China, the only requirements are an office, a couple of computers and some pens. Even individuals without any market research background can start up a market research firm in China,” Liu says.

He adds that appearance is sometimes mistakenly valued over experience. “It doesn’t take a huge investment to get a business set up, but clients should spend a good amount of time doing due diligence to be sure they are hiring a qualified researcher.”

As one might expect, language can be an issue regardless of whether the qualitative researcher is Chinese. Like many countries, China has multiple dialects and regional language varieties. “Average Chinese speakers perceive Chinese as a single language with numerous dialects such as Cantonese or Mandarin. But these dialects are often very different,” Ho says. “For example, to the untrained ear of a Mandarin speaker, Cantonese or Taiwanese feels like a foreign language. Sometimes, not even one word in a sentence can be understood.”

Eileen Zhang, a QRCA member and founder of Shanghai-based Joinsight Market Research Associates Inc., adds that since consumer behavior varies greatly geographically within China, researchers must carefully consider how to use the proper language to communicate with local consumers.

In addition to the spoken word, translations can be challenging - and expensive. In some areas, qualified interpreters can cost $1,000 per hour. This cost sometimes drives researchers to less-qualified interpreters, where accuracy may be compromised. The translation problem can be exacerbated by using different interpreters in different cities. “Accurate translation gets very complicated when multiple interpretations are being done and some interpreters are qualified and some are not,” Liu says. “One great way to combat this is to hire only one qualitative researcher and interpreter, even if you are going to multiple cities. That will help ensure the consistency of interpretation and translation.”

Can be difficult

Chinese people over the age of 50 are not used to speaking freely - they are used to following opinion leaders. They were raised in an age of group-think, which values consistency, conformity and order. Therefore, creative thinking and sharing personal opinions during qualitative research can be difficult.

The exchange of views that is often encouraged in focus groups can make older participants uncomfortable. They will seek to avoid conflict and will not effectively participate in debate, especially with participants who verbalize strong opinions.

But Chinese culture is changing rapidly. “Younger generations are increasingly globalized or Westernized,” Ho says. “Chinese people in their teens, 20s, 30s and 40s all display a significant difference in terms of background, lifestyle, habits and values. They are more independent thinkers.”

For instance, teenagers and those in their 20s are often used to having many product choices, and they make decisions based on satisfying their individual desires or expressions of personalities. People in their 30s and 40s grew up in the pre-economic reform era and had less abundance of goods. They are used to having fewer choices and they emphasize getting good value for their money. Such differentiation in age has to be considered in qualitative research design.

Central concept

The Chinese term guanxi means “relationships” or “connections,” and is a central concept in Chinese culture. Guanxi is important for qualitative researchers - and anyone doing business in China - to understand, because it reverses the Western business tradition of “business before pleasure.” In China, it is “pleasure before business.”

In practical terms, this means that qualitative researchers and clients socialize and become well-acquainted before work is discussed. While not particularly hard to overcome, it is important that this concept be respected and practiced with Chinese businesspeople.

Wildly different

Recruitment firms vary in size and in the quality of their work. These facts, coupled with the problem of professional respondents, make it critical that qualitative researchers to spend enough time to examine their recruiting agencies for a proper fit for the project.

Liu says one way to address this concern is to hire local recruiting agencies in the markets in which you are working. Local agencies understand the local customs, language and business practices of that area. This should make them better able to design practical screening processes.

Adapt techniques

Qualitative researchers should be aware that, due primarily to cultural differences, research techniques popular in the Western world may or may not be successful with Chinese participants. A good qualitative researcher should be able to adapt almost any technique, but here is a look at a few of the approaches and why they may or may not work in the Chinese setting:

Laddering - The technique of starting depth interviews with questions about external objects and external social phenomena and then proceeding to internal attitudes and feelings can sometimes aggravate Chinese participants.

Brand obit - The projective technique where respondents are asked to write an obituary on a product, service or company in order to capture their opinion of the product’s personality could be a challenge because the technique is about death, and talking about death is considered unlucky in Chinese culture.

Solar system/planet game - This specific version of the technique may not work because most Chinese are not familiar with the planets and solar systems. But similar, relatable, techniques can incorporate Eastern culture, such as yin and yang or the five elements in nature (metal, wood, water, fire and earth), which are commonly understood in China.

Role-playing - This expressive technique works well because the Chinese are typically polite and reserved with their true opinions, but when they are “playing” someone else, they are more likely to express their real feelings and opinions.

Sentence completions/letter writing - Respondents can fill in holes in sentences and not answer direct questions, allowing them more freedom to express themselves honestly.

Indirect techniques - For projective techniques, the most effective techniques are those in which participants are not asked to express their opinions directly, but rather answer from a third party’s point of view. This removes the pressure and discomfort associated with direct and strong opinions.

Selecting a partner

The qualitative researchers interviewed for this article suggest the following tips for selecting a market research partner when working in China.

Respect Chinese culture and traditions. Do not try to impose Western standards and practices on Chinese participants. Understanding which research techniques work and which ones don’t will enhance the quality of your findings.

Build a basic understanding of the country. Just as you would need to understand regional, cultural and language differences in the U.S., understand the basics in China as well. A significant amount of useful information is available online.

Pick one. When possible, choose one qualitative researcher and translation expert regardless of how many Chinese markets you utilize for your project. This will maximize the accuracy of the insights gained.

Select partners carefully. The quality, cost and experience of research partners, recruiting agencies and translators varies greatly. Do your homework and save time in the long run. “Choose a good and qualified local partner, and then trust them,” Zhang says. “We understand Chinese consumers and markets deeply, and translating the psychology of the consumer is something the local partner should be heavily involved in.”

Insist on experience. A qualified, experienced qualitative researcher is necessary for communicating with respondents in a casual manner and effectively directing groups and interviews.