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Archive for the ‘Market Research China’ Category« Previous Entries Next Entries »Global Opportunities AboundThursday, April 23rd, 2009
A recent article in BtoB Marketing – Thinking global may help U.S. marketers – argues that many emerging international markets still offer rich opportunities for domestic marketers, even in spite of the global economic downturn. China in particular, is suggested as a market still offering excellent opportunities for U.S. companies. It is useful to note that the country’s premier, Wen Jiabao, last month predicted an 8% growth in China’s GDP this year, which, while not as large as last year’s growth, is still better than that of many countries. One potential opening highlighted is for U.S. companies that put an emphasis on customer service. They may be able to take advantage of overseas opportunities, as it is suggested that companies in a number of other countries are much less tolerant of poor customer service. In China, for example, 55% of companies have switched vendors in the past year because of perceived unfulfilled customer service expectations. Sweden (46%), India (44%), Italy (44%), Finland (43%) and companies in Asian countries other than China (36%) all have a tendency to switch vendors more than their US counterparts (22%). With emerging markets such as China and India having increasing service expectations, there is the assumption that they may not be loyal to particular brands, suppliers, etc. Resultantly, they may be willing to make the potentially lucrative move from their existing domestic partners to foreign counterparts, as long as these new companies can offer them what they are looking for. To find out how we can help you to grasp the opportunities presented by China and other Asian markets, visit www.b2binternational.com/China The Vigilance DepartmentFriday, February 13th, 2009
Events in Beijing this week have caused Alaric Fairbanks to reflect on how we should never underestimate the value of seemingly obvious observations and recommendations. This last Monday, around 5p.m. in Beijing, we had a visit from our building’s ‘Vigilance Department’. (Yes, that’s a rough translation, but it also is the English sign on their door.) This department is broadly equivalent to building security and safety, and I personally like these chaps – from their bouffant haired and rather dapper chief, to the security guards who are still smiling happily, or occasionally roller-skating, at 3 in the morning when I have been in the office having teleconferences with clients who have forgotten what time zones are. Anyway, back to Monday, late afternoon, the visit was a quick, “please make sure your windows are closed when you leave this evening.” Naturally, we probably did not need to be told, and it sounded obvious, but then this was followed by, “I know, but we are just reminding everyone today as it is Lantern Festival and there will be a lot of fireworks, so we are being careful”. Again, probably nothing to worry about despite the fact that by nightfall there were rockets bouncing off the windows, which were, of course, firmly shut. I am sure I would not have been thinking about this any further, but an unusually bad traffic jam prompted a quick look at the news on Tuesday morning: one of Beijing’s newest skyscrapers had been destroyed by a fire…with fireworks as the probable cause. I can’t comment on that incident, but full marks to the Vigilance Department in our building. It did get me thinking about the obvious advice we had received. The advice, although re-stating what should be normal practice, was pretty sensible and is reassuring to know that the slightly Orwellian sounding department is doing its job (it is covered by property management fees after all). So what could have been dismissed as stating the obvious or spurious advice did have a point; a case, I suppose, of the Vigilance Department being vigilant. As researchers and consultants, we often feel that we are expected to provide “amazing” insights and recommendations and, indeed, I would like to think we do, but there is room, from time to time, for a “close your windows on lantern festival” type of recommendation. Without being condescending, what may strike us as obvious or even common sense may have been neglected and/or not even considered, so it may be worth a reminder. For example, I know of cases where producers of highly technical equipment have invested in product adaptation towards Chinese users, looked at usage patterns and potential problems, and then provided promotional material or technical information in English not Chinese, missing out on sales opportunities. We all know of unbelievable findings that would never have been published if a bit of vigilance was employed in selecting the sample or even analysis, like 35% of Chinese people plan to join a gym in the next three months, or Milton Keynes is predominantly Buddhist (see The Rise and Rise of Michael Rimmer for that reference). We probably all need a Vigilance Department at some time, and there’s no need to be afraid of supplementing those stunning insights with what we may feel is obvious, if it is useful, and especially if ignoring it has serious negative implications – although it may not cost us a skyscraper, bank or economy. Further Expansion By B2B InternationalThursday, February 5th, 2009
Against current predictions of economic doom and gloom, B2B International shows signs of growth. At its UK head office in Bramhall, Manchester, the company has taken more floor space to accommodate new research executives, a larger in-house phone unit and expanded medical and educational research divisions. With a growing client base and a doubling in the number of staff at its Beijing office since opening in December 2006, B2B International in China has outgrown its original office space and will move to larger premises this spring. The North American operation, launched in June 2008, operates from a new office suite in White Plains, New York, and to date has amassed a turnover of nearly $1 million. B2B International provides a complete b2b research offering, with particular expertise in the fields of public and private sector research including chemicals, oil and gas, engineering, automotive, professional services, food and beverage and pharmaceutical. Each office has strong multi-lingual teams for undertaking projects throughout the world. Modern Market Research Methodology Successful In ChinaWednesday, February 4th, 2009
In response to the opportunities created through the development and increasing adoption by Chinese business people in work-related communication of web 2.0 applications, particularly instant messaging (IM) and the online forum or message board system BBS, B2B International’s Beijing office has introduced IM applications into its range of methodologies offered in China. It is particularly suited to interviewing middle and junior management positions, usually those aged under 35, among whom IM is established as a principal business communication tool and, although there will always be a place for telephone and face-to-face methodologies, offers a useful complement to these. Alaric Fairbanks, head of B2B International in Beijing, has found many advantages:
Initially trialled as a recruitment and screening tool, IM has now been applied to data collection on recent b2b projects in the packaging, waste water treatment and construction industries. Kebabs and the competitive environmentFriday, October 24th, 2008
Alaric Fairbanks this week makes our mouths water with the mention of some of his favorite local kebab stalls. However, on a more serious note, Alaric is analyzing how street vendors of this relatively undifferentiated offering encounter many of the same problems faced by much bigger organizations in different markets around the world. As almost anyone with a penchant for mutton and beer will tell you, one of the best things about living in Beijing, providing you don’t live right next to a stall (they can be quite smelly, and the lack of toilet facilities coupled with beer consumption of patrons can be problematic for neighbors), are chuanr, or kebabs. Mutton, chicken hearts and tendons, washed down with a bottle or two of Yanjing beer are, for me at least, pretty much indispensable to life in China’s capital city. But can this tell us anything about the business environment? Interestingly, for me at least, this came up in a recent conversation I had whilst patronizing my favored stall. This must be one of the toughest markets to be in, and in many ways can be seen as representative of the competitive environment in undifferentiated markets, especially in China. Let us take, for example, a quick look at Porter’s Five Forces applied to this business model.
So what does this tell us? Many of the markets we look at in China, and elsewhere, exhibit some of these characteristics, particularly in the areas of new entrants, substitutes, and low levels of differentiation. There are, though, examples of companies growing or moving out of unattractive markets, and differentiating themselves from the competition in a seemingly commoditized market. Equally, there are some examples of differentiated product and service, and expansion in the chuanr business: Xiao Li, arguably the best producer on Yong An Li East Street, has an embryonic brand, recently added a few plastic stools and a table to complement his offering, and has doubled his workforce with the addition of his charming sister. « Previous Entries Next Entries » |
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