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Global Marketing

Warren J. Keegan Mark C. Green

Global Marketing

Warren J. Keegan Mark C. Green

Global Information Systems and Market Research

Chapter 6

Global Marketing

Warren J. Keegan Mark C. Green

Global Information Systems and Market Research

Chapter 6

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Learning Objectives

Understand the importance of information technology and marketing information systems

Utilize a framework for information scanning and opportunity identification

Understand the formal market research process

Know how to manage the marketing information collection system and market research effort

Given the variety of languages spoken around the world, along with the cultural differences, it could be difficult to conduct global market research. It is the marketer’s good fortune that a veritable cornucopia of market information is available on the Internet. A few keystrokes can yield literally hundreds of articles, research findings, and Web sites that offer a wealth of information about a particular country’s markets. Even so, marketers need to study several important topics to make the most of modern information technology.

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Information Technology for Global Marketing

Information Technology refers to an organization’s processes for creating, storing, exchanging, using, and managing information

Management Information Systems provide managers and other decision makers with a continuous flow of information about company operations

An MIS should provide a means for gathering, analyzing, classifying, storing, retrieving, and reporting relevant data. The MIS should also cover important aspects of a company’s external environment, including customers and competitors. Global competition intensifies the need for an effective MIS that is accessible throughout the company.

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Tools of MIS

Intranet

Electronic Data Interchange (EDI)

Efficient Consumer Response System (ECR)

Electronic point of sale

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Intranet

A private network

Allows authorized company personnel (or outsiders) to share information electronically

24-Hour Nerve Center

Allows companies like Amazon.com and Dell to operate as real time enterprises

The RTE model is expected to grow in popularity as wireless Internet access becomes more widely available.

Kate Stephenson (KS) - In the notes, is it clear what the "RTE model" is and how it relates to this slide?

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Electronic Data Interchange

Allows business units to:

Submit orders

Issue invoices

Conduct business electronically

Transaction formats are universal

Allows computers from different companies to speak the same language

Wal-Mart is legendary for its sophisticated EDI system; for years, vendors have received orders from the retailer on personal computers using dial-up modems connected to third-party transmission networks. In 2002, Wal-Mart informed vendors it was switching to an Internet-based EDI system. The switch saves both time and money; the modem-based system was susceptible to transmission interruptions, and the cost was between 10 and 20 cents per thousand characters transmitted. Any vendor that wishes to do business with Wal-Mart in the future must purchase and install the necessary computer software.

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Efficient Consumer Response (ECR)

A joint initiative by members of a supply chain to work toward improving and optimizing aspects of the supply chain to benefit customers

This is in addition to EDI

An effort for retailers and vendors to work closely on stock replenishment

Utilizes electronic point of sale

EPOS use data gathered by checkout scanners to help retailers identify product sales patterns and how consumer preferences vary by geography.

Kate Stephenson (KS) - In the notes, is it clear what "EPOS" is and how it relates to this slide?

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Customer Relationship Management

New business model

Philosophy that values two-way communication between company and customer

Every point of contact with a consumer is an opportunity to collect data

Can make employees more productive and enhance corporate profitability

CRM tools allow companies such as Credit Suisse, AT&T, and Hewlett-Packard to determine which customers are most valuable and to react in a timely manner with customized product and service offerings that closely match customer needs. If implemented correctly, CRM can make employees more productive and enhance corporate profitability; it also benefits customers by providing value-added products and services. A company’s use of CRM can manifest itself in various ways. Some are visible to consumers, others are not; some make extensive use of leading-edge information technology, others do not. A visitor to Amazon.com who buys a U2 CD encounters CRM when he or she is prompted by the message “Customers who bought this title also bought Bruce Springsteen’s ‘Working on a Dream.’”

One challenge is to integrate data into a complete picture of the customer and his or her relationship to the company and its products or services. This is sometimes referred to as a “360-degree view of the customer.” The challenge is compounded for global marketers. Subsidiaries in different parts of the world may use different customer data formats, and commercial CRM products may not support all the target languages. In view of such issues, industry experts recommend implementing global CRM programs in phases.

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CRM and Privacy Issues

EU’s Directive on Data Collection, 1998, ensures regulations of all 27 members

The U.S./EU Safe Harbor agreement, 2000, protects individuals’ rights among nations

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Privacy

Safe Harbor Agreement establishes principles for privacy protection for companies that transfer data to the U.S. from Europe

Purposes of the information collected and used

An ‘opt out’ option to prevent disclosure of personal information

Can only transfer information to third parties that are in compliance with Safe Harbor

Individuals must have access to information

Privacy issues vary from country to country. In the European Union, for example, a Directive on Data Collection has been in effect since 1998. Companies that use CRM to collect data about individual consumers must satisfy the regulations in each of the EU’s 27 member countries.

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Data Warehouses

Integral part of CRM

Help fine-tune product assortments for multiple locations

Enhance the ability of management to respond to changing business conditions

Company personnel, including persons who are not computer specialists, can access data warehouses via standard Web browsers. Behind the familiar interfaces, however, is specialized software capable of performing multidimensional analysis by using sophisticated techniques such as linear programming and regression. This enhances the ability of managers to respond to changing business conditions by adjusting marketing mix elements. MicroStrategy, an information services company in the United Kingdom, is one of several companies creating data warehouses for clients. As manager Stewart Holness explains, “Many corporations have a vast amount of information which they have spent money accumulating, but they have not been able to distribute it. The Web is the perfect vehicle for it.”

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Organizational IT Necessities

An efficient, effective system that will scan and digest published sources and technical journals

Daily scanning, translating, digesting, abstracting, and electronic input of information into a market intelligence system

Expanding information coverage to other regions of the world

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Sources of Market Information

Personal sources

Company executives based abroad who have contact with distributors, consumers, suppliers, and government officials

Friends, acquaintances, professional colleagues, consultants, and prospective employees

Direct sensory perception

Using the senses to find out firsthand what is going on in a particular country

Often, the background information or context one gets from observing a situation can help fill in the big picture. For example, Wal-Mart’s first stores in China stocked a number of products—extension ladders and giant bottles of soy sauce, for example—that were inappropriate for local customers. Joe Hatfield, Wal-Mart’s top executive for Asia, began roaming the streets of Shenzhen in search of ideas. His observations paid off; when Wal-Mart’s giant store in Dalian opened in April 2000, a million shoppers passed through its doors in the first week. They snapped up products ranging from lunch boxes to pizza topped with corn and pineapple.

X-Box’s manager took the game station on the road to hear what consumers where saying. “It’s mother-in-law research. I wouldn’t want to stake a $10 million ad campaign on it, but I think it keeps you credible and real. When you hear the same feedback, three, four, five times, you’d better be paying attention…”

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Formal Market Research

Global Marketing Research is the project-specific, systematic gathering of data in the search scanning mode on a global basis

Challenge is to recognize and respond to national differences that influence the way information is obtained

Information is a critical ingredient in formulating and implementing a successful marketing strategy. As described earlier, a marketing information system should produce a continuous flow of information. Market research, by contrast, is the project-specific, systematic gathering of data in the search scanning mode. The American Marketing Association defines marketing research as “the activity that links the consumer, customer, and public to the marketer through information.”

Michael Czinkota and Illka Ronkainen note that the objectives of international market research are the same as the objectives of domestic research. However, they have identified four specific environmental factors that may require international research efforts to be conducted differently than domestic research.

First, researchers must be prepared for new parameters of doing business. Not only will there be different requirements, but the ways in which rules are applied may differ as well.

Second, “cultural megashock” may occur as company personnel come to grips with a new set of culture-based assumptions about conducting business.

Third, a company entering more than one new geographic market faces a burgeoning network of interacting factors; research may help prevent psychological overload.

Fourth, company researchers may have to broaden the definition of competitors in international markets to include competitive pressures that would not be present in the domestic market.

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Agendas for a Global MIS

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Steps in the Research Process

Identify the information requirement

Define the problem

Choose a unit of analysis

Examine data availability

Assess value of research

Design the research

Analyze the data

Present the findings

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Step 1: Identifying the Information Requirement

What information do I need?

Existing Markets–customer needs already being served by one or more companies; information may be readily available

Potential Markets

Latent market–an undiscovered market; demand would be there if product was there

Incipient market–market will emerge as macro environmental trends continue

Why do I need this information?

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Step 2: Problem Definition and Overcoming the SRC

Self-Reference Criterion occurs when a person’s values and beliefs intrude on the assessment of a foreign culture

Must be aware of SRC’s

Enhances management’s willingness to conduct market research

Ensures that research design has minimal home-country bias

Increases management’s receptiveness to findings

When approaching global markets, it is best to have “eyes wide open.” In other words, marketers must be aware of the impact that SRC and other cross-cultural assumptions can have. Such awareness can have several positive effects. First, it can enhance management’s willingness to conduct market research in the first place. Second, an awareness of SRC can help ensure that the research effort is designed with minimal home-country or second-country bias. Third, it can enhance management’s receptiveness to accepting research findings—even if they contradict “tried and true” marketing experience in other markets.

When the Walt Disney Company opened Disneyland Paris, park employees were expected to comply with a detailed written code regarding personal appearance. The goal was to ensure that guests receive the kind of experience associated with the Disney name. However, the French considered the code to be an insult to French culture, individualism, and privacy.

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Step 3: Choose a Unit of Analysis

Will the market be:

Global

A region

A country

A province

A state

A city

Lisbon

For example, a company that is considering entering China may focus initially on Shanghai. Located in the Jiangsu province, Shanghai is China’s largest city and main seaport. Because Shanghai is a manufacturing center, has a well-developed infrastructure, and is home to a population with relatively high per capita income, it is the logical focus of a market research effort.

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Step 4: Examine Data Availability

Sources may be:

Company’s records

Secondary sources

Trade journals

Government sources like National Trade Data Base, Bureau of Economic Analysis, Eurostat (EU), Foreign Commercial Service, Virtual Trade Commissioner (Canada)

Commercial sources like The Economist and Financial Times, Marketresearch.com

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Step 5: Assess Value of Research

What is the information worth vs. what it will cost to collect?

What will it cost if the data are not collected?

What will the company gain with this information?

Research requires investment of both money and managerial time, and it is necessary to perform a cost-benefit analysis before proceeding further. In some instances, a company may pursue the same course of action no matter what the research reveals. Even when more information is needed to ensure a high-quality decision, a realistic estimate of a formal study may reveal that the cost to perform research is simply too high.

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Step 6: Research Design—Data Collection

Use multiple indicators

Develop customized indicators specific to the industry, product market, or business model

Do not assess a market in isolation

Observation of purchasing patterns/behavior are more important than reports of purchase intention or price sensitivity

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Step 6: Research Design—Research Methodologies

Primary Data Collection Methods

Survey research

Interviews

Consumer panels

Observation

Focus groups

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Special Considerations for Surveys

Benefits

Data collection from a large sample

Both quantitative and qualitative data possible

Can be self-administered

Issues

Subjects may not want to answer or intentionally give inaccurate response

Translation may be difficult

Use back and parallel translations to ensure accuracy and validity

In global marketing research, a number of survey design and administration issues may arise. When using the telephone as a research tool, it is important to remember that what is customary in one country may be impossible in others because of infrastructure differences, cultural barriers, or other reasons. For example, telephone directories or lists may not be available; also, important differences may exist between urban dwellers and people in rural areas. In China, for example, the Ministry of Information Industry reports that 77 percent of households in coastal areas have at least one-fixed-line telephone; in rural areas, the number is only 40 percent.

SRC bias can originate from the cultural backgrounds of those designing the questionnaire. For example, a survey designed and administered in the United States may be inappropriate in non-Western cultures, even if it is carefully translated. This is especially true if the person designing the questionnaire is not familiar with the self-reference criterion. A technique known as back translation can help increase comprehension and validity; the technique requires that, after a questionnaire or survey instrument is translated into a particular target language, it is translated once again into the original by a different translator. For even greater accuracy, parallel translations—that is, two versions by different translators—can be used as input to the back translation.

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Research Methodologies

Personal interviews

Consumer panels

Nielsen—TV viewing

Observation

Using people or cameras

Focus groups

When observation is used as a data collection method, one or more trained observers (or a mechanical device such as a video camera) watch and record the behavior of actual or prospective buyers. Hoping to gain insights for product and package design improvements, Procter & Gamble sent video crews into 80 households in the United Kingdom, Italy, Germany, and China. P&G’s ultimate goal is to amass an in-house video library that can be directly accessed by key word searches. Stan Joosten, an information-technology manager, noted “You could search for ‘eating snacks’ and find clips from all over the world on that topic. Immediately, it gives you a global perspective on certain topics.”

A marketer of breakfast cereals might send researchers to preselected households at 6 a.m. to watch families go about their morning routines. The client could also assign a researcher to accompany family members to the grocery store to observe their behavior under actual shopping conditions. The client might wish to know about the shoppers’ reactions to in-store promotions linked to an advertising campaign. The researcher could record comments using a cassette recorder or discreetly take photographs with a small camera. Companies using observation as a research methodology must be sensitive to public concerns about privacy issues. A second problem with observation is reactivity, which is the tendency of research subjects to behave differently for the simple reason that they know they are under study. When Blockbuster Video was planning its entry into Japan, the world’s number 2 video rental market, the company convened focus groups to learn more about Japanese preferences and perceptions of existing video rental outlets. In the mid-1990s, most video stores in Japan were tiny operations with limited display space. Video titles were piled up from the floor to the ceilings, making it difficult to find and retrieve individual titles. Acting on the information provided by the focus groups, Blockbuster designed its Japanese stores with 3,000 square feet of floor space and display shelves that were more accessible.

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Sampling

A sample is a selected subset of a population that is representative of the entire population.

Probability samples

Non-probability samples

A probability sample is generated by following statistical rules that ensure that each member of the population under study has an equal chance—or probability—of being included in the sample. The results of a probability sample can be projected to the entire population with statistical reliability reflecting sampling error, degree of confidence, and standard deviation.

The results of a nonprobability sample cannot be projected with statistical reliability. One form of nonprobability sample is a convenience sample. As the name implies, researchers select people who are easy to reach.

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Step 7: Analyzing Data

Clean the data

Tabulate the data using statistical techniques—ANOVA, regression, factor analysis, cluster analysis

Perceptual mapping, conjoint analysis

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Presenting the Findings

Report must clearly address problem identified in Step 1

Include a memo or executive summary of the key findings along with main report

Many managers are uncomfortable with research jargon and complex quantitative analysis. Results should be clearly stated and provide a basis for managerial action. Otherwise, the report may end up on the shelf, where it will gather dust and serve as a reminder of wasted time and money. As the data provided by a corporate information system and market research become increasingly available on a worldwide basis, it becomes possible to analyze marketing expenditure effectiveness across national boundaries. Managers can then decide where they are achieving the greatest marginal effectiveness for their marketing expenditures and can adjust expenditures accordingly.

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Enhancing Comparability of Data

Emic analysis

Ethnographic in nature

Studies culture from within

Uses culture’s own meanings and values

Etic analysis

From the outside

Detached perspective that is used in multi-country studies

Enhances comparability but minimizes precision

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Looking Ahead to Chapter 7

Segmentation, Targeting, and Positioning