Research(当代国际营销,澳大利亚纽卡斯尔大学)

1、3. International marketing research International Marketing ResearchMore complex than domesticGreater:time to complete projectscost to collect primary & secondary datacoordination required difficulty in predicting competitor reactionTendency to use self reference criterion costly mistakes e.g.,K

2、FC in BrazilKotabe, M. & Helsen, K. (2004) Global Marketing Management 3Ed. Brisbane: Wiley Marketing research in international marketingThe are six steps in conducting international marketing research:1.Define the research problem(s).2.Develop a research design.3.Determine information needs.4.C

3、ollect the data (secondary and primary).5.Analyse the data and interpret the results.6.Report and present the findings of the study.Kotabe, M. & Helsen, K. (2004) Global Marketing Management 3Ed. Brisbane: Wiley Marketing research in international marketing Major challenges faced by internationa

4、l marketing researchers are:Lack and accuracy of secondary data.Time and cost requirements to collect primary data.Coordination of multicountry research efforts.Difficulty in establishing comparability across multicountry studies.Different practical considerations (such as the legal aspects of condu

5、cting research, and the cultures norms about sharing opinions with strangers).Kotabe, M. & Helsen, K. (2004) Global Marketing Management 3Ed. Brisbane: Wiley Research problem formulationAny research starts by defining the research problem.A well-defined problem is a half-solved problem.Once the

6、nature of the problem is clear, it needs to be translated into specific questions.For example, BMW in a European positioning strategy study posed the following questions:What do motorists in the different countries demand from their cars?What do motorists believe they are getting from various brands

7、?What does that imply with regard to positioning the BMW brand across borders?Kotabe, M. & Helsen, K. (2004) Global Marketing Management 3Ed. Brisbane: Wiley Data Sources and Collection - Secondary dataUnit of analysistendency to use macro variables e.g. country level datagreater specificity is

8、more expensiveSecondary data - advantagesgovernment and private agencies, internet country surveys: low cost restricted to OECD countriesprovides general picture good first step, may lead to other sourcesKotabe, M. & Helsen, K. (2004) Global Marketing Management 3Ed. Brisbane: Wiley Data Sources

9、 and Collection - Secondary dataSecondary data - disadvantagesdeveloping countries not easily available“pre-digested” datalevel of aggregation - prevent segmentation analysisdefinitions not consistent: GDP/PPPinconsistent timing: differences in censusage of datapolitical motives for not providing re

10、al dataavailability of data: paper, magnetic, noneKotabe, M. & Helsen, K. (2004) Global Marketing Management 3Ed. Brisbane: Wiley Secondary marketing researchTo assess the quality of the data the researcher should obtain answers to the following:1.When were the data collected? Over what timefram

11、e?2.How were the data collected?3.Have the variables been redefined over time?4.Who collected the data?5.Why were the data gathered?Kotabe, M. & Helsen, K. (2004) Global Marketing Management 3Ed. Brisbane: Wiley Market Potential - Methods Trade audit Analogy Basis: similarities between countries

12、 in economy culture and development use of proxy variablesE.g. estimate potential sales of VCRs in Poland Proxy known: sales of colour TVs in Hungary Use Hungary data - estimate Poland market potentialKotabe, M. & Helsen, K. (2004) Global Marketing Management 3Ed. Brisbane: Wiley D VCR (Pol.)D T

13、V (Pol.)*D VCR (Hung.)*D TV (Hung.)*=Solve for unknown = D VCR (Poland)* known dataProblems: finding comparable country and goodsurrogate measuresMany different methods available for Market potential estimatesUse:Multiple methodsSensitivity analysiswhat if?Range of estimatesKotabe, M. & Helsen,

14、K. (2004) Global Marketing Management 3Ed. Brisbane: Wiley Analogy variation using Starbucks case for SingaporePopulation of Country XNo. of people per Starbucks in USPer capita Income of Country XPer capita income of USPotential market penetration of Starbucks =xSubstituting for above for Singapore

15、:4,000,0000 population266,000,000/1,000 outlets per popn in US15,308 GDP/Cap Singapore25,850 Per cap. Income in USx= 15.03 x 0.5921 = 8.8 = 9 outlets in Singapore Kotabe, M. & Helsen, K. (2004) Global Marketing Management 3Ed. Brisbane: Wiley Chain Ratio MethodStart with rough base eg. Country p

16、opulationSystematic refinement apply string of ratios (%) meaningful estimate of market total potentialTotal country populationUrbanisation level and ratePotential users based on indicator eg. Birth rate per 000s popn%Mkt. PotentialKotabe, M. & Helsen, K. (2004) Global Marketing Management 3Ed.

17、Brisbane: Wiley Data Sources and Collection-Consumerswillingness to cooperate: cultural influencesability to cooperate: language, dialects and literacyinstruments: translation and back translationcultural dynamics in interviews and focus groupsDifferences in data collection methodsinfrastructureTele

18、phonesAccessCostKotabe, M. & Helsen, K. (2004) Global Marketing Management 3Ed. Brisbane: Wiley Consumer Research - Qualitative Focus groupsExploratory prior to large scale quantitative studiesRole of moderator - familiarity with local cultureeg. Japanese consumers reluctance to criticise new pr

19、oduct ideaslcollective societies - exclusion of strangers to groupGuidelinesrecruit to ensure homogeneitymoderators who can develop/control group dynamicsmoderators who can spot and challenge “consensus”Kotabe, M. & Helsen, K. (2004) Global Marketing Management 3Ed. Brisbane: Wiley Consumer Rese

20、arch - QuantitativeMaster Qnnaire(e.g.English) Arabic Trans-1Interpreter 1Trans-2Interpreter-2Master Qnnaire(e.g.English) Questionnaires Design TranslationTranslationby several independent translatorsReconcile differencesKotabe, M. & Helsen, K. (2004) Global Marketing Management 3Ed. Brisbane: W

21、iley Consumer Research - QuantitativeQuestionnaire designScalar Equivalence US and Australia:e.g.,This product is fun to useStronglyagreeStronglydisagreeNeitheragree/disagree123455 - 7 point scales commonFrance: 20 point scales are common120Anchor points may not have the same meaninge.g., Japan: def

22、initely truenot at all truesomewhat trueAgree/Disagreedidnt workKotabe, M. & Helsen, K. (2004) Global Marketing Management 3Ed. Brisbane: Wiley Consumer research - quantitativeCultural and social factorsCourtesy biasJapanese respondents high level of agreement on everything - reluctant to disagr

23、eelincrease scale sensitivity: 10 point instead of 5-7 pointl2 stage scale - broad agree/disagree categorylthen scale within categoryCollectivist culturesconform to group patterns of responseslPRC/JapanLow literacy levelspictographic scalesKotabe, M. & Helsen, K. (2004) Global Marketing Manageme

24、nt 3Ed. Brisbane: Wiley The Funny Faces ScaleAnalysis ToolsMarket intelligence on competitorsapproaches by Japanese and Korean firmsmarket intelligence gathering le.g. chemical plant tourle.g. Xerox and new competitors from JapanStatistical MethodsRegression prediction of market potentialRegression

25、AnalysisPer capita consumption = 0.72 + 0.000022 * Per cap. Income + 0.17 * suicide rateof analgesics ($US) Goodness of fit = R2 = 0.49Source: Kotabe and Helsen 1998Formal Market ScreeningCountryPcap IncPopulationScore A50253400B20503600C 30303650Managing international marketing researchThe three ke

26、y issues in managing international marketing research are:1.Selecting a research agency.2.Coordinating market research projects.3.Building international marketing information systems.Kotabe, M. & Helsen, K. (2004) Global Marketing Management 3Ed. Brisbane: Wiley New market information technologi

27、esThe Internet can facilitate quick, low-cost research. It can be used for conducting both secondary and primary marketing research. The Internet has made use of the following measurement tools possible:Online surveysBulletin boards and chat groupsWeb visitor trackingVirtual panelsFocus groupsCookie

28、sKotabe, M. & Helsen, K. (2004) Global Marketing Management 3Ed. Brisbane: Wiley New market information technologies Laser scanner technology has spurred the development of several sorts of databases. The major ones include: Point-of-sale (POS) store scanner data which is used by market research

29、 firms to provide information about (for example) sales movements, market share of individual brands, sizes and product variants.Consumer panel data. Consumers whose purchases are tracked by scanner technology.Single-source data that combines TV viewing behaviour with purchase transaction informatio

30、n. New market information technologiesInnovations in marketing decision support systems has made possible a number of advances in marketing management: Shift from mass to micromarketing.Continuous monitoring of brand sales/market share movements.Scanning data being used by manufacturers to support m

31、arketing decisions. Scanning data being used to provide merchandising support to retailers.Kotabe, M. & Helsen, K. (2004) Global Marketing Management 3Ed. Brisbane: Wiley Ethics in international marketing researchEthical issues can arise in marketing research any time the market researcher, the

32、client, the respondent or the public have conflicting interests or act without consideration of the other stakeholders.These can occur in any stage of the marketing research process (with examples):Research design (client misrepresents purpose) Determining information needs (unnecessary collection o

33、f expensive data)Questionnaire design (privacy issues)Sampling (stating using one method but in reality using another)Data collection (disclosure of respondent information to outside parties)Kotabe, M. & Helsen, K. (2004) Global Marketing Management 3Ed. Brisbane: Wiley International Marketing P

34、lanning ProcessInternational market selectionInternational Market Selection & EntryTwo critical questionsWhich market?How to enter?Complexity surrounds the choicesTrade blocsFDI restrictionsTariff barriersStrategic alliancesInformation technologyGlobal marketsThe firms goal?Issues for Market Sel

35、ectionProfits/losses achieved in the foreign market may also affect the firms domestic marketTreat market selection as a part of the firms overall strategyLinked to its resource position, core competence, and competitive positionStructure of the industry: domestic/global?; strategies of competitorsO

36、verseas markets may be integrated and may facilitate simultaneous entry into other marketsAlternative Approaches to Market SelectionApproaches to market selection - implications for SMEs vis-vis large firmsIncremental entry vs simultaneous entriesIncremental entry - less resources, risks; provides f

37、or learning experiences; may preclude economies of scaleSimultaneous entries - resource intensive; higher operating risk; acquire overseas experience rapidly; facilitate economies of scaleAlternative Approaches to Market Selection (Cont.)Approaches to market selection - implications for SMEs vis-vis

38、 large firms (cont.)Concentrated approach vs diversified approachConcentrated approach - resources concentrated in limited number of markets; reduced costs, operating risks; economies of scale Diversified strategy - spreads risks exposure; broadens market knowledge; strategic flexibility; resources

39、spread thinly?Analyse the Attractiveness of of Individual MarketsAUSTRADE approachFor the category of products/services to be offeredRate characteristics of the market, competitive conditions, financial and economic conditions, legislative and socio-political conditionsIn terms of potential competit

40、iveness of the OS marketRate the firms management and marketing characteristics, technology attributes, and production related competenciesStaged Screening Approach for Market SelectionInvolves analysis of each country - possibly beyond the resources of SMEs5 stage approachDomestic issuesMacro envir

41、onmental issuesCompetitive environmentsResponse to marketing activitiesFirms objectivesProgressively eliminate marketsSmall selection of marketsModes for Entering Foreign MarketsIndirect exportHome agentCooperative exportingDirect exportingGreater resources/controlForeign agentEnd-user Establish sal

42、es office in foreign marketModes for Entering Foreign Markets (Cont.)LicensingFranchisingManufacturing-based entryJoint VentureAcquisitionGreenfield operationRelationship-based entryContract manufacturingStrategic allianceCountertradeEvaluation of Entry ModesChoice of entry mode involves trade-offs

43、On the one hand - between degree of controlOn the other hand - between commitment of resourcesRelates to the depth of involvement in the foreign market - from FDI to exportTheories of Market EntryDunnings OLI ParadigmOwnership attributesCompetitive advantage of firmCore competenciesControl of resour

44、cesLocation attributesFactor endowmentsGovernment regulationsInternalisationFDI of competitive advantage in foreign marketA Schematic Representation of Entry Choice factorsTheories of Market Entry (Cont.)Williamsons Transaction Cost ApproachConsiders that the extent to which the chosen entry mode sh

45、ould provide control is a function of:Transaction specific assets - specialised physical or human investmentsExternal uncertainty - unpredictability due to economic and political factorsInternal uncertainty - difficult in exercising control over the agentFree-riding potential - agents ability to exp

46、loit the relationship to personal advantageInformation for Market Entry and ExpansionFactors internal to the firmManagement characteristicsFirms characteristics:Problems of competing in the domestic marketWillingness to commit resourcesNature of domestic marketAbility to make the necessary resources

47、 availableExtent to which products are high-techSize of the firmInformation for Market Entry and Expansion (Cont.)Factors external to the firmNature and attractiveness of the product categoryPhysical characteristics, level of technology, brand recognition of the productPotential of overseas marketSize of market; political an environmental risk; marketing infrastructureGovernment regulations and trade barriersTariff and non-tariff barriers, quarantine barriers, mandatory local standards etc.Assistance from Government and other bodiesInvestment