A case study, which demonstrates methodological approaches to sensible migration from traditional methods of data collection, such as face-to-face to online. Data analysis from a JDPAP syndicated study, using a large robust face-to-face sample, demonstrated how the internet connected sub-sample can be used to weight and calibrate the internet sample in any Asian country, to be representative and valid. This paper investigates how adoption of internet methodology might impact on results and consistency in data outputs, and how to scientifically manage this migration. The paper addresses one of the key challenges facing developing markets that might not have high internet penetration, and the experiences of managing and ensuring data collection quality, using the internet. The comparison of the internet connected sub-sample, with the total sample interviewed face-to-face is akin to conducting parallel research. Differences in data output for the two samples are presented, and weighting strategies necessary to calibrate the internet sample, and build a bridge between methodologies, provide many insights for migration to online in Asia.
With the major trends in the automotive industry pointing towards increased consumer power, the ability of manufacturers to satisfy customers is, more than ever, a pre-requisite for success. As manufacturers struggle to differentiate their products in the minds of the consumer, greater emphasis is being placed on the after-sales experience. This paper looks at research conducted in the United States and the United Kingdom to help understand what consumers want this after- sales experience to be like. Are consumers basically the same in the two markets, suggesting that a âglobal after-sales experienceâ naturally goes with a âglobal car?â Or are there sufficient differences to require a separate focus for each market? The findings indicate that, although fundamental requirements apply to both markets, it would be dangerous to expect that an approach that works in one market would generate the same success in the other market.
J.D. Power and Associates recently released its Vehicle Performance Study, the fourth of its five-phase owner satisfaction program. Other studies that comprise this program are the companyâs well-known Customer Satisfaction with Dealer Service and Product Quality Study (CSI), and the Vehicle Dependability Study (VDI), Initial Quality Study (IQS) and Sales Satisfaction Study (SSI). The Vehicle Performance Study looks beyond the other studies' satisfaction ratings to examine vehicle owner expectations with respect to product performance, eighty-eight specific features and operating systems are evaluated for each model. To hep summarize overall performance, an index was developed â the Vehicle perfomance Index or VPI. While most of the public focus for J.D. Power and Associates studies is on the indices and their respective rankings, most of the Vehicle Performance syudy's value is in the underlying information. This specific information provides the means for manufacturers to target improvement. In the paper presented, specific examples are given to illustrate some of the findings, including an in-depth review o t e impact on customer expectations on one major automobile maker's manufacturing and design process. During the closing remarks, an overview is given of industry trends in the United States Consolidation of dealerships as an immediate economic measure is examine, as we what that trend portends for the rest of the industry worldwide.
The consumer has ambivalent feelings about the new car dealer, who has long been protected by the exclusive franchise system. In the U.S. market there are signs that the dealer franchise system is already undergoing a revolution, caused by changes in the industry and in the broader consumer environment. In a crowded market the product must be redefined and broadened to include the service element. Customer satisfaction with individual dealers Is now being monitored by market research studies carried out by the manufacturers. Such studies can monitor progress within a franchise, but it requires a larger, industry wide CSI survey to show the position of the franchise relative to competition. Some of the larger multi-franchise dealers are also seeking to build a corporate identity based on quality of service, which may in time conflict with the manufacturerâs image objectives.