THE 50PLUS BEST PRACTICES SERIES

Managing International Research©

Volume 1

Table of Contents

Introduction

Managing International Research

The globalization of today’s economy places tremendous strain on many organizations. To remain competitive they must sell their products internationally, but they often find themselves making global decisions based on little or no local data.

This demand for information from around the world has spurred the rapid growth of international research. While once the domain of only the largest and most sophisticated marketers, now companies both large and small are reaching out for global information.

This document was created to provide tips that can help a company better manage their international research and ensure better results by stressing:

  • Consistency. You must strike the right balance of allowing for cultural differences in research practices while ensuring a consistent research process.
  • Coordination. You have to manage the information flow out to your moderators.
  • Control. No surprises are good surprises.

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Achieving Consistent Results

The key is preparing the moderators.

Acheiving a consistent research process with results you can trust is perhaps the greatest challenge facing anyone conducting international research. The focus group experience is different in each country and with each moderator. So, how can researchers create consistency without interfering with the unique cultural and social differences that they want to explore?

Consistency is best achieved by building a well-defined research template that clearly communicates research guidelines, but still allows each moderator to adapt the process to fit local culture and individual style. Clearly articulating these ground rules will eliminate much of the ambiguity and reduce opportunities for misunderstanding. Some simple suggestions include:

  • Start the research in your home country (we’ll assume you’re a US based company). That way all the stakeholders have a chance to attend the groups and agree on how the research “should” look before you fan out across the globe.
  • Send copies of the US DVDs to each foreign moderator. Remember to pay to have a translator watch the DVD with the moderator.
  • Have the US moderator schedule conference calls with each moderator to discuss the research process and answer questions – after they have watched the DVDs.
  • If your budget allows it, have the US moderator travel to each country. The US moderator can manage the research process locally, give consistent direction to each moderator, and ensure that the research doesn’t get off course.

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Adapting the US Focus Group Guide

They do things differently out there.

In the US we have become accustomed to working with a long focus group guide bursting with excruciatingly detailed questions. This type of guide will not work well in most countries outside of the US.

Internationally, most moderators have a more “passive” moderating style. They generally like a more leisurely pace and a more open group environment. As a result, you may not be able to cover as many topics as you might in the US nor will you be able to drill down quite as deeply.

The process will go more smoothly and the moderators will do a better job if you:

  • Use the experience you gained in the initial US focus groups to cut down on the length of the guide before going overseas. Then keep additional questions in your “back pocket” in case you end up with extra time.
  • Set up conference calls to review the guide early with the moderators – and get their feedback on the length and structure. It’s important that they feel that they’ve participated in the creation of the final document. The quality will be better if they buy into the process.
  • Have any materials to be used in the group (e.g., concept statements, positionings, product descriptions) translated by a professional translation firm, and then have the translation reviewed by the client’s marketing group in each country. This two-stage process results in the highest quality and most reliable translation.
  • Direct the moderator to product information (in their language) and allocate time to educate them on the product and its competitors.

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The Realities of International Recruiting

Some things just take longer.

Recruiting takes a little longer internationally, and throwing money at the recruiting process will not make it go faster or improve the quality of the respondents.

  • In the US we usually allot 2 weeks to recruit a group – give it at least 3 weeks in Europe or Japan. And, that’s after the screener has been translated. So, it is best to think of it as 4 weeks from the time you send the facility the English screener.
  • Make sure you get the recruiter to commit to sending you profiles of the recruit on a DAILY basis. These daily updates serve two functions. First, they help you stay on top of the project – and secondly, they keep your project top of mind for the recruiter.
  • Be careful about specifying titles in the screener. Titles vary by country – a Director in the US and a Director in Germany are VERY different positions. Discuss titles carefully with your recruiter – and trust them to find the right people, regardless of what you think their title should be.
  • Recruiting standards in some countries are slightly looser than in the US. Just as they have a more open approach to the moderating process – they may also have a more flexible perspective on recruiting. So check your profiles carefully.

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Tips for Some Major Countries

It’s a different story in every country.

Here are a few facts about conducting research in some of the major markets.

Japan
Scheduling a large number of B2B groups can be a challenge in Japan since you can only do one focus group each night, not two as we do in the US. Professionals have long commutes, they work late and they can’t leave early or do a lunch group. However, they are very willing to come in and do groups or interviews on the weekend. So, if you need to do six groups, think of doing three on Saturday and three on Sunday. But remember, there’s a lot of competition for space at facilities on the weekend, so book early.
Germany
When doing any research in Germany – be aware that the privacy laws are probably the most restrictive in the world. Your ability to get names from email lists, publication lists, or other databases can be severely constrained. Even using names from your own company database may be an issue.
France
Paris is famous for strikes – especially among the transportation workers. Check with the recruiter to see if there are any strikes on the horizon. If strikes have been in the news, make sure you schedule enough replacements and expect some delays. If a transportation strike is expected, you can still do the research, but have the recruiter check with each respondent about their ability to get to the facility if there is a strike. And, make sure your hotel is within walking distance of the facility.
England
There is a wide mix of educational levels among UK business people. Leaving school early is not uncommon in England, and many successful business people have relatively little formal education. If a degree is important make sure to include it in the screener – don’t assume it the way you would in the US. Conversely, don’t require a degree in the screener unless you really feel it’s important.
Scandinavia
Companies often overlook the Scandinavian countries when planning European research. But remember, they have the best technology infrastructure and the most educated and fluent English speaking professionals in Europe.
International Holidays
Europe shuts down during July and August. If you have to do groups in the summer allow extra time for recruiting and expect cancellations. The same thing happens around Christmas. Remember, on average Europeans receive over 6 weeks of vacation each year.
Japanese workers get fewer vacation days – but they have a plethora of national holidays. Make sure you have the recruiter check the calendar for local events and national holidays.
Managerial Computer Skills
Do not assume business managers in other countries have strong computer skills. Many managers still have secretaries and spend surprisingly little time with a PC. If strong computer skills are important for your research, make sure you ask about their skills in the screener and take it into account when building your group segmentation.

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