Assume nothing 

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

Just as global firms need to take local tastes, perceptions and practices into account when designing marketing campaigns, so too do marketing researchers when they are planning and fielding qualitative research projects. Drawing from the experience of some members of the Qualitative Research Consultants Association (QRCA), this article offers insights and guidelines for using qualitative research to aid global marketing efforts.

In a paper titled “The Global Marketing Myth,” QRCA member Jane Gwilliam of London-based Research International shares some high-profile marketing mistakes that could have been solved if companies would have avoided the “one size fits all” approach implied in the term global marketing.

As Gwilliam says, “The global marketing myth is based on the assumed existence of universal values and emotions, and the assumption that global communities can be more important than local cultures. It is certainly more challenging and time-consuming to understand the local market and culture, but it is becoming essential if you want to succeed.”

Indeed, while most major brands factor in cultural perceptions, differences and degrees of receptivity, a surprising number of them - along with brands that are just entering international markets - do not conduct research that results in insightful, “local” marketing, Gwilliam says.

While cultural differences vary greatly, there are common issues for researchers and marketers to consider when researching abroad.

Language

Language can be a divider. English is entrenched as the primary global business language but not everyone speaks it fluently and there is a need for compromise and respect for language differences. Sometimes “getting it right” can be as simple as making sure you employ a good translator or multilingual facilitator. But language issues can be far more challenging, as many countries have multiple languages, regions and dialects where language differences are far more significant than “just” a Southern drawl or Cockney accent.

Religion and ethnicity

Even for research topics that don’t inherently include religion, it does need to be considered in some markets as it relates to certain topics like sexuality, alcohol or food. For example, Gwilliam says, you should not mix focus groups of Flemish and French speakers in Belgium  . And be careful of incorrect assumptions - it can be easier to have mixed black and white groups of a similar social standing in South Africa than to mix Afrikaans- and English-speaking respondents because of geography, she says.

Gender differences

Gwilliam cites a research project she conducted on women’s behavior and attitudes toward housework, conducted in the U.S., U.K., Italy and Germany. She identified typologies ranging from “slappers,” who did as little as possible, to “neurotic obsessives” who cleaned constantly. There was a greater tendency for the U.K. respondents to be at the “slapper” end - to take more shortcuts and be more dependent on strong product remedies. This was due largely to a perceived lack of respect from other household members. Women reported receiving little thanks for shouldering most of the domestic responsibility. The opposite applied in Italy. Women felt appreciated, were thanked and children were often told by their fathers to keep the house tidy after the mother had finished the housework. The way cleaning products are positioned in the U.K. and Italy is quite different as a result.

Money

Recruiting respondents on the basis of income can be tricky. Even asking the question about household income is anathema in some countries, notably in Latin America . And in other markets, offense might not be taken at the question, but the accuracy of the response can be in doubt.

Care must also be taken when considering the incentives offered to respondents. QRCA member Lon Zimmerman, founder of Zimmerman Marketing Research, recounted an attempt in 2006 to put together a series of telephone focus groups with a respondent segment in Great Britain  . The British consumers, it turns out, were offended by the notion that they were going to be paid as an incentive for their cooperation. The issue so threatened the viability of the study that the client canceled it altogether.

Similar feelings

While cultural differences abound, the human condition unites. We know from myriad research projects that very similar feelings are found in all cultures, such as hope for the future, the desire for love from friends and family and the ability to advance social position through hard work. Many of the great global marketing themes and slogans play to these universal truths.

Gwilliam believes that the core human condition does not change but the manifestation of manners and culture can be very different across, and within, markets. Her argument is not against global strategies but for more careful consideration of local tactics. “The ubiquity of global brands has become one of the defining features of modern life and one of the core tenets of modern marketing. But consumers and message delivery tools are changing and there is a balance to be set between the consumer need for universality versus individuality and a need to identify at a local level,” she says.

The proliferation of new media has certainly enabled more specialized, highly-targeted marketing messages to be delivered by advertisers. From broad tools like the Internet and e-mail to customized messages for Google chat groups and niche blogs, the opportunities for customization and localization are ever-expanding. “In a research and business context, it is possible to have global strategies for brands and communications if they are based on core human needs,” Gwilliam says. “But the local tactics have to be based on local manifestations of that humanity. Sometimes tactics can be consistent across cultures and sometimes they cannot. The key is to understand what the brand means to the local consumer and to reinforce this in how the brand is positioned and communicated locally.”

For example, thanks to qualitative research conducted in multiple international markets for its Braun and Gillette product lines, Procter & Gamble was able to develop a global marketing strategy that was less uniform, more segmented and took into account regional and cultural attitudes toward male grooming and the metrosexual trend, says QRCA member Liz Van Patten of Southampton, N.Y.-based Van Patten Research, who conducted the qualitative research alongside Tim Westall of London-based April Strategy. “We discovered a backlash by men toward the growing notion of being ‘feminized,’ ” she says. “The trend was towards diverse, contemporary expressions of ‘real men.’ Regarding cultural and market adoption of men’s grooming products, there were some real eye-openers.”

One of those “aha” moments came when the research team discovered that German men were engaged in some grooming activities at a much higher level than American men. While American media and culture are more likely to address grooming and topics like metrosexuality, German culture is less likely to openly discuss the issue, yet more German men had perceived the “new rules” of the metrosexual look and were conforming on a broad scale. Another surprise was the fact that men in the Midwestern section of the U.S. were quite open about discussing their grooming habits - even sharing tips with each other - as opposed to men in New York City, who tended to be more uptight and hesitant to discuss the topic.

A blend of qualitative research techniques was used to unearth the insights, primarily in-person interviews and online bulletin boards. Van Patten says the anonymity of online discussion groups was a key factor in the success of the research effort. “In this case, anonymity gave our participants the opportunity to get past the taboo of men discussing grooming, which is not exactly barroom conversation. A conventional focus group might have made for awkward interaction and less honesty. Online, no one was seen or judged and that openness helped us get much more real, in-depth insight,” she says.

Armed with an enlightened view on the state of male grooming and the cultural differences in attitude, an insightful global marketing strategy was born.

Tips and reminders

Several qualitative researchers who regularly conduct global research offer the following tips and reminders for other qualitative researchers conducting or considering international research programs. Some tips are universal to any research methodology; others are specific to traditional focus groups.

  • If the schedule and budget allow, back-translate the screener and other written materials. This involves translating the text into the local language and then having a second translator translate it back into English, checking it against the original for content and meaning. Check with the local recruiter about using rating scales and self-assessment questions - some cultures may have a different view of the concepts these questions are based on.
  • Allow more time for recruitment, at least a full two weeks. Some countries have very strict guidelines about participant confidentiality, which means that the field service is not allowed to keep extensive data banks of qualified respondents. In many places, research participants are intercepted and screened on the street. And of course be aware of holidays in that market.
  • Even if the client or U.S.  moderator feels he/she is fluent in the language in which the groups will be conducted, using a local moderator for in-person interviewing can be smart. A local moderator will understand the culture and idiomatic phrases, resulting in more productive in-language interviews.
  • It is as critical to get the right interpreter as it is to get the right researcher. QRCA member Ilka Kuhagen, of IKM in Europe , cites a project in which her client felt they needed a new moderator, but a new translator actually solved the problem. “Don’t try to save money on the interpreter or translator - it is critical,” she says.
  • Use a simultaneous translator during interviews. Client observers can view the interviews behind a one-way mirror and wear headsets to hear the simultaneous English translation. Check with the local facility to see if they can provide a version of the video recording with the English translation on the soundtrack.
  • Adjust your topic guide for the local market, but keep the guide as consistent as possible.
  • Consider recruiting fewer participants for each group than you would in the U.S.  It may often be more productive and manageable to work with fewer participants. In some languages and cultures it takes longer to cover the same amount of content, so fewer people means the issues can be discussed in more depth and in greater detail.
  • In many countries it is not possible to conduct two groups per evening because participants will not leave work early in order to attend a research session. This may mean that the first group cannot begin before 7:00 p.m., making it impossible to conduct two two-hour groups in one evening. In some places it is preferable to do research with professionals on Saturday or Sunday.
  • Infrastructures differ. What is available in your own market may not be available in others. For example, viewing facilities and their services can be very basic or even non-existent in some countries, so to demand what you are used to might not be productive. Go with the flow.
  • Believe what people in the local markets tell you about culture and the possibilities in those markets. Advice is often sought out but not always followed, leading to challenges that can impact the project.
  • Absolute clarity about what you need is fundamental when you are dealing with people for whom English is not their first language. In fact, it is needed even when English is their first language. Try to facilitate the groups in your home country first so you can pass on information firsthand. If available, send a videotape of your groups to your overseas moderator for preparation.