Learning on the go
Editor’s note: Caterina Gerlotto is research manager, global omnibus services, at Ipsos UK.
As brand positioning becomes increasingly global, the need for accurate international market research has never been greater or played a more fundamental role. Five years ago most international research consisted of a handful of “key” markets that would represent all the potential markets involved: the U.S., a Western European country - chiefly the safe havens of the U.K. and Germany - and a token Asian market, more often than not (and budget permitting), Japan.
Times have changed dramatically. Eastern European markets appear on most multi-country research briefs. Not just the more familiar countries of Poland and Russia but ever-increasingly the Czech Republic and Hungary. The potential and preparation for growth in these markets is enormous as is the demand for quality research.
The same pattern is repeated in Asia. Gone are the days of China/Japan = Asia. Marketers realize that respondent attitudes can vary subtly or extraordinarily - united only in that they do differ.
So, faced with a potential piece of research that incorporates several multi-continent markets - some not too familiar - what are the most important considerations?
The questionnaire
It is tempting to assume that a final questionnaire will work anywhere. Sure it will need to be translated. Or will it? Many Scandinavians, for example, speak perfect English. But while B2B research has been conducted in English in various non-English-speaking countries, it should really be discouraged, even in countries with enviable levels of English fluency. The Dutch, for example, are incredibly proud people and will avoid any situation that puts their reputation into question, including making minor grammatical mistakes in a foreign language (The Undutchables by Colin White provides a useful insight into Dutch culture). The end result for the researcher: an almost silent respondent answering only in sentences that they are certain are correct, not what they actually think.
The Dutch pride issue is especially evident in a group/qualitative situation. One leading pharmaceutical company insisted on only recruiting English-speaking obstetricians for its focus group in Amsterdam, so that it could fly the moderator in from New York who had conducted identical groups in the States.
The respondents were conscious already of not making errors in front of the American, but this was relatively minor when compared to their not wanting to appear to be a fool in the presence of their peers. The group remained silent for the duration of the two hours, save a few murmurs, and had to be repeated two weeks later, in Dutch, and at the expense of the client.
Methodologies
One methodology - for example, telephone - may appear the most viable, but don’t assume that it will work everywhere; it may not even be an option. In India for instance, the latest figures show that less than 10 percent of citizens have a telephone at home. The only real option therefore is face-to-face, which is time-consuming. Would it be faster if the interviewer were armed with a laptop? Experience has shown that interviewers conducting door-to-door interviews in India, with such a piece of equipment, would need to be armed with a lot more than the laptop! The only feasible methodology is pen and paper. Therefore, extra time must be included for the collation of data if India is involved in the project.
Similarly, in a more developed market, say Norway, a country with an average annual income after tax of $34,050, telephone is nearly always used, essentially for two reasons. First, the geographical distribution: a nationally representative sample from a face-to-face methodology would cost a small fortune. Second, Scandinavians in general are uncomfortable with allowing a stranger into their house.
To tip or not to tip?
As a researcher you know that the phrase “There’s no such thing as a free lunch” has never been more relevant. Less than 10 years ago, it was far easier to get respondents to agree to take part in an interview of up to 40 minutes, without even mentioning any form of financial remuneration. Today’s harried consumer is a lot less willing to spare their time in any capacity without an incentive.
Putting aside the financial stress on the budget, incentives should form an otherwise simple component in the “research machine,” right? Unfortunately, no. Incentives, like the questionnaire and methodology, must be individually tailored to the market, not only down to the amount - which is clearly a consideration in itself - but also to the type of transaction involved.
In Sweden, respondents have to declare all earnings - including incentives - to their insatiable taxman. Swedes consequently are usually rewarded for their time in a focus group or telephone interview with a fairly expensive bottle or two of French wine. Note: they are particularly fond of 1998 Fontaine de la Tour.
The neighboring markets of Germany and the Czech Republic will require very different amounts in monetary terms. As a guide, for every $1 paid to the Czech respondent, the German will want $3.
The final point on incentives may provide some brief relief to your budget. The most hard-to-get respondents - for example, innovators of new technology or neurologists - can often be recruited with no incentive at all, subject permitting. It is becoming more and more popular, particularly on a global level, to incentivize the respondent with a copy of the final report associated with that particular study - if the subject matter interests the respondent. Unlike the questionnaire, the report can usually remain in English.
Lean on your contacts
With so much to consider, and so much that could go wrong, what steps can we researchers take to extract the most from international research? The best advice is to lean on your local contact or contacts for cultural advice.
This, however, raises one final important question: Who do you hire to do the work? It can be financially tempting to award international research to individual independent agencies. But this may lead to premature aging! In many markets language is still a barrier to communication - does the person on the other end of the phone really understand your requirements? Similarly, research involving any markets outside of the PST/EST time zones can involve 18-hour days with several nocturnal disruptions for the duration of the project. You can guarantee the sleep you do have will be peppered with blurred images of your contact in Portugal staring blankly at your last e-mail, trying to decipher its meaning.
It can cost more to hand the entire coordination over to a multinational research company but the difference is fairly negligible and can actually come out in your favor when you calculate the time you have spent coordinating with the different agencies.
Take full advantage
Once you have made your choice, it is essential that you take full advantage of the local agency’s knowledge. If they tell you something will not work, trust them. If you push them, of course they will do it - the client is king, after all. But be prepared to receive sub-optimum results.
Clients often err by making assumptions about a particular country based on a previous vacation experience or stories from a third party. Banish any previous misconceptions you may have. A week in Italy accounts for nothing when compared with 20 years of research experience and being an Italian, for example.
International research in any capacity can be an extremely rewarding experience, however stressful the journey! So throw yourself in and keep your eyes wide open. You just might learn a thing or two.