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From all the international projects we have carried out at B2B International, we know that knowledge of cultural and regional differences; especially in Asia, are crucial in any market research project running smoothly from beginning to end. If you are considering carrying out research in Asia then the following ten tips will hopefully help you along the way.

Interviewing During The Day:
Apart from in China, you will find that most respondents from countries in Asia are unable to commit to interviews during the day, due to work commitments

Telephone Interviews:
Business telephone interviews are usually kept to within 20 minutes to prevent respondent fatigue and to avoid a high drop-out rate.

Size Of Living Area:
In Japan, living areas tend to be much smaller than those in western countries such as the US. As a result, client observations teams should be kept to three (including the translator).

Online Surveys:
Overall, response to online surveys in Asia tends to yield much lower response rates that in the US and Europe (with the exception of Japan and Korea). Most respondents, especially business respondents, tend to be less responsive to online surveys.

Internet Infrastructure:
The internet structure in certain countries such as Indonesia, Vietnam and the Philippines tends to be weaker than other Asian countries such as Japan, Korea, and Singapore.

Cost of Living:
Doing research in Japan, Korea, Singapore and Hong Kong tends to be more expensive than other Asian countries like Indonesia, Vietnam, and the Philippines due to the higher cost of living.

Travelling:
Travelling in Japan can be extortionate – a taxi ride from the Airport into the centre can cost as much as £200! Therefore, the subway is still the most convenient and cost effective way of travelling within the city.

Focus Groups:
Due to the long working hours and travelling time in countries such as Japan and Korea – it is typical for only one focus group to be held in an evening.

Courtesy Biasness:
Being such polite people in general, the respondents in Indonesia, Thailand and the Philippines tend to exhibit courtesy biasness over their other Asian counterparts, by usually giving higher scores when they are asked ratings questions.

Weather Conditions and Traffic:
These tend to affect turn out rate for focus groups and face-to-face interviews in Vietnam, Indonesia, Malaysia, and the Philippines.

If you are interested in carrying out market research in China or market research in Asia then contact B2B China on +86 (0)10 6515 6642 or visit our website at http://www.b2binternational.com.cn/English/index.html

from b2bsee * The Market Research Blog

Following on from our post yesterday…

MR in general is becoming more production oriented, likewise qual.

A common currency of unit cost per group discussion now exists. This key evaluative metric applies to most qualitative practice. Standard qualitative measures are becoming a - albeit high-quality – commodity. As such, there are price and delivery time pressures.

MR, especially in the qualitative and innovations space, is blurring at the boundaries.

So, what is the definition of ‘research’? Increasingly money is being spent on research activities that are not ‘mainstream’; non-researchers are doing ‘researchy-type-things’ as part of a wider offer. Researchers are doing other things too, of course, but more competitors exist than those we’d normally call research agencies.
Different business models are co-existing uncomfortably.

We established there is no ‘single’ model in our sector. We are structured as a hybrid of ‘consulting’ and ‘manufacturing’. Buying patterns have traditionally reflected the latter: they are mainly driven by fixed price, units of product. In turn models that are appropriate to the buying of large scale data collection are being applied inappropriately to various types of consulting.

In fairness, buyers’ working patterns with agencies are changing too: witness increasing reference to ‘data providers’ and ‘insight providers’ in roster definitions.

So should data collection be seen as a commodity?

Yes. There is a measurable unit of production with associated quality controls, and that’s all there is to it.

Should group discussion, without any bells and whistles, is now treated very much like a basic unit of production.

Will the MR sector as a whole become commoditised? Yes and no. There is an entire sub-sector of activities and advisory services unrelated to the data machine that should be priced on time/value, not cost, but currently it’s insufficiently delineated.

It’s being treated as one: partly because agencies are selling these activities and clients are buying them as such. Also, partly because it’s clients, and suppliers work to a fixed price overall project model. Is this really appropriate for current work practices?

Maybe it’s time for a structural reorganisation within the MR industry, and a new narrative. Here businesses would be segmented into ‘makers’ and advisers’. In MR, the ‘makers’ would include most of the mainstream and might well redefine their core business(es) around ‘Volume’.

But at the ‘value’ and ‘vision’ end of our market, to avoid commoditisation, quallies can continue to fight their corner through relentless innovation. Luckily, this has always been one of their strengths. The best outcome is self renewal; a resurgence of new methods analogous to the original meteoric rise of ‘qual’ in the 1980’s. Clients are saying the this I exactly what they’d like and expect to see. Most importantly, it will be very good business for everybody.

from b2bsee * The Market Research Blog

Here at B2B International, we pride ourselves on being able to convert data into intelligence. We know that if we can get people, whose responsibility it will be to execute the actions, to own the data, we will achieve a positive outcome for getting action.

However, good research is not just about good interviewing and accurate reporting; it is also about communicating the findings to the research sponsors in such a way they can action the findings and achieve their goals. The B2B International team always work with our clients to develop actionable findings and communicate these in a way that allows strategic decisions and tactical action plans to be developed. From our experience we offer help and guidance in taking projects from initial concept through to implementation and completion; not just data delivery.

Here is an interesting extract taken from AQR’s (Association for Qualitative Research) www.aqr.org.uk ‘In Brief’ September edition by Andy Dexter, Truth. It argues the case that is it time to restructure the market research industry into volume agencies that concentrate on quantitative volume, qualitative specific agencies and consultancy advisers.

We are all in the business of market research. Agencies exist to make money. Clients buy research to make (or save) money. Clearly this works, or there would be no agencies, and precious few clients. But ‘how’ does it work?

At this years BIG, I examined the research industry from a ‘business’ perspective. In turn, this provoked questions about the economics and business models underpinning it and led to three main observations

We measure our industry as an ‘industry’ not a service.

Market research statistics have traditionally focussed on turnover: the amount charged by agencies to clients. It’s how manufacturing and retail industries benchmark themselves – by sales. Yet practitioners in sectors that researchers usually compare themselves to – advertising, PR, brand consultancy, etc. – are more interested in measuring fee income.

This focus on the top line means we tend to measure ourselves in a way that lends itself to industrialisation and commoditisation. This is a global phenomenon. And to reinforce this, we have designated ourselves and ‘industry!

The P&L account of our industry looks production rather than service oriented.

Looking at profitability or research agencies, and the underlying business models that drive them, there is clearly a dominant economic model in the research ‘market’. This is more analogous to production-oriented sectors than consultancy professions.

Similarly, it is clear that acquisitions, economics of scale and cost management – rather than true revenue growth – enables the larger players to maintain profits.

Distinct segments in our market reflect different financial dynamics at play.

In any sector there are three basic ways to make money on the supply side. Firstly, sell lots of stuff very competitively and make production and delivery highly economically efficient: ‘Volume’. Secondly, sell high value, high prestige stuff and ensure it is appreciated accordingly: ‘Value’. And thirdly, sell an idea; create demand for specialist new stuff that may not even exist yet: ‘Vision’.

Readers will have an immediate view on where particular agencies or agency types might sit. Thinking beyond our sector, under (1) we would typically find manufacturing, retail, and production businesses; product and volume-oriented; whose business is cost control and efficiency –led. Under (2)2 and (3) we would find advisory business, with a less pyramid-like structure. So, if there are two different markets, where is qual heading?

My initial instinct was to assume that, as a ‘sub sector’, qual would naturally fall under the heading of the advisory business model rather than the production-oriented ones. But this might not be the case…

This article continues tomorrow..

from b2bsee * The Market Research Blog

What Can and Can’t Be Asked?

The subject of what can and cannot be researched in China is a contentious one, and – as with data collection methods – there is a tendency for the ‘uniqueness’ of China to be exaggerated in this respect.

In terms of subject matter, the truth is that there is very little difference between what can be researched in China and what can be researched in Western countries. Culturally, there is no great reticence in terms of providing information, and as the Chinese become increasingly aware of market research, obtaining their views is, if anything, becoming easier.

Most of the areas in which it is difficult to obtain information are similar to those that are difficult in the West. Company’s financial data, such as profit and loss information, is an obvious example, and this can be as much to do with lack of knowledge as lack of willing on the part of the respondent. It is true that certain areas of social research are closely monitored, as are attempts to seek details from Government on contentious issues. The Government is, however, seen as more of a help than a hindrance by most agencies, particularly due to its comprehensive documentation of regulations, policies and industry trends, all of which make environmental analysis of a market far easier than in most Western markets.

An area where there is a difference between Chinese and Western respondents is in the types of questions that can be asked. Chinese respondents are particularly honest about what they do and do not know, making them extremely reliable in market assessment projects where hard facts and statements are required. In contrast to respondents in many Western countries, Chinese respondents will not make up answers in order to avoid looking foolish. The flip side of this is when qualitative research is being conducted, and the researcher requires ideas rather than statements of fact. Projective questions such as, “in an ideal world, what would be the qualities of the perfect supplier?” tend to work far less well than in Western markets, as do speculative questions, such as, “by approximately how much do you think the market will grow over the next year?”. Whereas in Western markets these questions may result in the most comprehensive answers in the study, in China they would often be met with a curt “I have not thought about it” and “no-one can tell” respectively.

For more information on market research in China, visit the website for B2B International China.

from b2bsee * B2B Blog

How Well Do Westerners Get Their Message Across?

It can therefore be seen that the means by which Westerners seek to communicate with potential Chinese customers leaves room for improvement. Perhaps more important is the question of the messages Western companies actually convey, and how well these correspond to what the target market wants to hear.

There are a number of messages that most Western companies communicate extremely effectively, and others where the correct message is not being heard. On the positive side, Western companies are seen as synonymous with high quality and professionalism, something which is exemplified not only in the products and services being bought, but throughout every aspect of the organisation. Conversely, Western companies are seen as inflexible in a number of ways, ranging from the product or service specification through to negotiations and procurement procedures.

High Quality Products and Professionalism

Most Chinese buyers start from the position that the offering will be high quality when they begin to evaluate a Western company, and that usually turns out to be the case. In other words, it would appear that Western companies are doing a good job overall in terms of meeting their clients’ product and service requirements. A typical comment by a Chinese buyer in our survey was as follows:

“We are discussing with British company, we feel its service is better and more normal than local providers.”

General professionalism is seen as a key distinguishing factor between Western and local Chinese companies. This manifests in many ways, ranging from the product itself, through to company literature, appearance and knowledge of staff, and paperwork. Many Chinese buyers and business owners describe Western companies as more systematic and organised than their Chinese counterparts:

“German companies are extremely polite, professional and systematic. The paperwork is always in order and the products are well made and durable. They work seriously with strict principles.”

Poor Ability To Listen

An inability to listen is a common criticism of Western companies amongst Chinese buyers. The importance of this cannot be overstated, and this relates partly to the need to show respect to any potential customer. Most importantly, only by studying customers’ requirements and how they evolve in China, can any company hope to engage with and meet the needs of Chinese companies.

In general, the process leading up to the sale of a product or service in Western markets is clearly structured (see Figure 7 below). It begins within a department inside the ‘customer’ company, where the need for a particular product or service is identified and then broadly scoped. This typically gives rise to the construction of a briefing document or ‘spec’, in which the broad requirement is more closely defined. Thirdly, potential suppliers are searched for, and the ‘spec’ discussed with or sent to a number of them. This may lead to some fine-tuning of the spec. Proposals are then prepared, there is sometimes a little more scoping and negotiating, and then the decision is made.

Figure 7 – Decision Making In The West

Within Chinese companies each stage of this process runs more or less concurrently. Typically, the initial contact with potential suppliers happens at a relatively early stage, when the definition of the customer’s need is still developing. It may not even be certain that the product or service in question is actually needed. The potential supplier therefore becomes a participant not only in the definition of how the need can be met, but also in the definition of the need itself. Briefing documents are rare, as are structured tender procedures. Indeed, there is a huge opportunity for the company that successfully assists the Chinese business in the definition of its need, in that there is a high likelihood that the same company will be asked to meet the need it has just defined.

Figure 8 – Decision Making In China

Of course, there are a number of unknowns. The Chinese buyer may well be speaking to a number of other potential suppliers, who will be defining the customer’s need in entirely different ways, meaning that the nature and extent of the ‘competition’ will remain something of a mystery.

The role of suppliers as definers of their potential customers’ needs is one reason for the longer sales process in China and other Asian markets. Almost by definition, the initial enquiry to the supplier is rather vague, meaning that a number of interactions between supplier and buyer will be necessary before it has even been decided what the customer requires. This in turn elevates further the importance of trust and an ability to establish a strong and trusting relationship with the potential customer. All of this means that the successful sales person will be the person who listens to and takes account of the client’s constantly evolving requirements, rather than the person who ‘dives in’ by specifying a solution and writing a proposal as soon as an enquiry has been received.

“Many Western companies don’t know our requirement; indeed they promote their product blindly. Of course, we want the machinery with comprehensive and precise function as much as possible. However, they always emphasise that their products are good looking. As for low prices, we care for it definitely, but quality is the most important for us”

Therefore, Western companies are prone not to communicating their message in the wrong way; rather they tend to make a far more basic mistake: they refuse to listen, and therefore communicate completely the wrong message.

Tendency Towards Exaggeration

Whilst the quality of Western companies’ marketing communications and the knowledge of their salespeople is seen as a real strength, there is a feeling amongst Chinese buyers that this can lead to a tendency to exaggerate the qualities of the company, product or service in question. This can damage trust, something which usually proves fatal to any attempt to sell to a Chinese business.

Chinese businesses are now experienced at dealing with Western companies, who have been contacting them as potential suppliers or customers for a number of years. This has led Chinese companies to look out for early signs of potential problems, and many are particularly wary of new entrants from the West whose infrastructure or product offering may not yet to be established in, or tailored to, the Chinese market. Chinese buyers are particularly adept at asking questions that get to the core of exactly what a supplier’s offering is, and equally good at picking up exaggeration, something which is seen as symptomatic of a new entrant desperate for a sale.

Unwillingness To Negotiate

Linked to Western companies’ perceived unwillingness or inability to listen is a similar ill disposition towards negotiation. This may well relate to the fact (already discussed) that definition of the customer’s needs and definition of how to meet those needs tend to happen concurrently rather sequentially in China. This can make Western companies feel unsure of exactly what they are negotiating about, something they tend to try to resolve by insisting on more structured negotiations.

Western companies are also prone to showing a sheer unwillingness (rather than inability) to negotiate, even walking away when ‘the going gets tough’, wrongly assuming that all differences are irreconcilable. This is absolutely the wrong approach in China, where negotiations are extensive and the opening price is almost never the price the customer ends up paying.

“Their attitude to working is active, but they always make the same mistake that our disagreement can’t be resolved in time, and walk away.”

Rigid purchasing procedures are a frequent complaint, as is a tendency for companies to regard certain issues as simply ‘out of bounds’ at the negotiating table. Payment terms is one example of this, but so, surprisingly, are many aspects of product or service specification. Too many Western companies are unwilling to make their offerings sufficiently bespoke to the Chinese market.

from b2bsee * B2B Blog