Rely on your training

Editor’s note: Ed Ledek is vice president, business development, at Western Wats, a Provo, Utah research firm.

The survey research industry has watched over the years as the world has truly become a smaller place. We now have the ability to conduct research around the world, from virtually anywhere in the world. Due to a variety of factors (such as the advances in telecommunications, Internet penetration and governmental leadership changes) a research professional can conduct research across the globe. Why should the research industry be concerned about this flourishing capability? For our growth and survival. But this is not a doom-and-gloom article. In fact, with strict adherence to accepted research practices and dogged application of basic research methods and principles, all savvy researchers can conduct international research.

In the latest edition of his Marketing Research textbook, author Naresh Malhotra states, “The United States accounts for only 39 percent of the marketing research expenditures worldwide. About 40 percent of all marketing research is conducted in Western Europe and 9 percent in Japan. Most of the European research is done in Germany, the United Kingdom, France, Italy and Spain. With the globalization of markets, marketing research has assumed a truly international character and this trend is likely to continue.” If the industry wants to continue to grow all involved in research must develop their international research abilities or be left behind. What is the secret to successful international research projects? The answer is simple: skillful coordination by the research professionals working on project.

Various factors should be considered as one undertakes either a domestic multi-language project and/or a true multi-country project. However, rather than offer up another checklist or how-to formula, let’s take a different approach. What follows are some descriptions of illuminating experiences from a variety of research projects.

  • Years ago, many U.S. based research firms learned that vacations are a very serious event in many parts of Europe . In fact, during the month of August, whole countries can seemingly go on vacation en masse. This is something that can certainly change the dynamics of a project, whether it pertains to sampling bias, the time in field, the deadline or how to interpret the final data collected. In fact, many of us have learned to consult with our clients regarding when to field and when not to field projects in these regions. The general recommendation is to avoid conducting survey research during this time period.
  • In some cases, honorariums can be an issue. Specifically, in Thailand, it became rather clear that offering an honorarium was not an acceptable research practice. While this approach works in many parts of world, it is unprofessional and offensive and hence not acceptable with businesspeople in this universe. So, the incentive was dropped and the study was completed without further issue.
  • A prepared, professional researcher will know the universe they wish to represent with the data. For example: don’t use head-to-head ratings of one company or product versus another in certain Asian countries; don’t attempt to reach males in Guam until after eight in the evening (local time); for Web surveys in China, extra care should be taken regarding how to use simplified versus traditional writing when presenting the survey to the respondents, etc. The list is endless!
  • In a January 2000 Quirk’s article, James Velayas opined, “I believe that any responsible researcher, manager or client who fails to become personally involved in the research process puts both his firm and his career at great risk…Each phase of the research process…requires the involvement and active presence of the responsible party.” (Click here to read the full article )

In the last several years I’ve had the opportunity to manage and direct research projects across the globe. It is a very rewarding yet taxing experience - much like the process here at home. That is, no matter where we fit in the research process, we must approach it properly, soundly and with the passion referred to by Velayas. This type of approach has afforded me several wonderful learning experiences.

In the mid-1990s I was in St. Petersburg , Russia and learned quite quickly the briefing of a project is as vital to a group of interviewers and supervisors as it is to such a group in New York , Chicago or Salt Lake City . During the briefing, the group started to get a little noisy and as I was about to say something, a grandmotherly lady raised her voice and told the group to quiet down and pay attention. The room fell silent. The translator told me what had been said. To that, I looked at the group then to the woman and enthusiastically said, “Da. Da. What she said!” We all chuckled and then got back to business.

Several years later, in Malaysia, I learned how to work with people of differing socioeconomic and religious status. While conducting the training Kuala Lumpur , I had people of two distinct ethnic groups (and, as it turned out, differing political leanings) start to get very passionate in expressing their feelings. I had been briefed this might happen and was told it was best to steer away from the issues and topics that stirred these opinions. As the discussion developed, we were actually able to have a substantive exchange regarding the sensitive topics and the participants went away rather surprised by our ability to have this discussion professionally and peacefully. Through this experience I learned that it is possible to gently guide interviewers and moderators to broach sensitive subjects in a constructive manner.

At another point, in Cambodia, I garnered a couple of important lessons. The first occurred before we started fielding the project. It began with the translation. The firm we were working with in the U.S. had already commissioned the survey to be translated from English to Khmer (the main Cambodian language). As we prepared, I politely insisted we have an exhaustive reverse translation session. That eventually involved the original translation partner, two local Cambodians, who worked for the client, and myself. Essentially, I had my trusted colleague from the client company read to me what each question said from Khmer to English (of course, he did not have the English version in front of him). We then debated and worked on or approved each and every question. This took a day and a half, but when it was completed I felt the U.S. client would be confident that the survey that went to field was as accurately translated as possible and “matched” the English version either in word or intent, depending upon the Khmer language. This taught me that any survey translated from English to another language should be checked via a reverse translation process, to ensure the instrument conveys the questions according to client desires.

  • Around the world, there are many people in the research profession who risk serious consequences to themselves and their families as they perform their work as a professional researcher. In some countries, respondents are risk-takers as well. In Cambodia I witnessed a man, whom we recontacted to conduct a validation, admit he feared for his physical well being after speaking with our people the previous day.

Many governments do not want the research profession to take hold and progress in their respective countries because survey research (both public opinion polling and marketing research) when carried out correctly can be a powerful tool for change. In fact, in the International Journal of Public Opinion, Tom Smith wrote recently, “…despite these noble principles, survey research, the main scientific method to collect, analyze, and distribute information about demographics, behaviors, and opinions, is banned or restricted in much of the world.”

After all, knowledge is power! Why do respondents around the world share their opinions? Why do we want to obtain their views? This data provides valuable insights and guidance not only to companies but also to governments and NGOs as they plan and make decisions. We are gathering the words of the people.

Basic principles

Though they can seem daunting, we should not have a fearful attitude toward international or multi-language projects. Rather, we should approach them precisely how we approach well-run, fundamentally sound domestic or single-language research projects. If we are performing our tasks properly then our international projects will also be designed using the basic principles we all know (or should know). Combined with the “six steps of the marketing research process” as defined by Malhotra, we will succeed. These lessons and insights will, in many ways, sound similar to those we learned when we ran our first projects right here in the U.S. If you adhere to them, you should have no trouble tackling an international research project.