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New EU-data protection laws and marketing research

One of the most significant current events that has the potential to impact market research is the development of a new European data protection policy. The new laws are due to take effect in 2018. They are important for two reasons. Firstly, data protection law is the most significant regulatory factor that impacts the day-to-day operation of marketing research. Many existing data protection laws were drafted before the use of the internet became widespread and are generally agreed to be ineffective in the light of technological advances and the corresponding change in uses of data. Secondly, these changes herald the start of a pan-European data protection policy. Given the interconnected nature of internet data, what impacts Europe has broader implications throughout the world, and many countries outside the EU are looking to adopt the European model of data protection. ESOMAR summarises the changes as follows.
European citizens get a whole set of new rights that market, opinion, and social research agencies and research clients alike will need to cater for. Ranging from a right to be forgotten, a right to object to profiling activities, a strengthened right to prior notification before data collection, a right to data portability, European citizens now have – more than ever – a right to know before, during and after you collect their data. These requirements will need to be incorporated into business practices if they are not already.
Another important development focusses on profiling, one of the most hotly contested points in the reform. Any profiling that may have a significant or legal effect on an individual has been banned by the reform, and in all cases European citizens have a right to object, including research. This may create a need to adapt how sampling activities are conducted as they would likely fall under the broad definition of profiling adopted by the negotiators.
In addition to rights for consumers, the new legislation could apply to any company collecting data on EU citizens – regardless of where they are based in the world. This has important implications for many US internet firms that serve EU-based customers, which will now need to follow the legislation rather than less stringent US laws. As part of the process of developing the legislation there was also a considerable amount of lobbying by professional research associations to ensure that legitimate research activity was not treated in the same way as direct marketing. Full details of the legislation and the role of ESOMAR in the process of developing legislation is available at the following address: https://www.esomar.org/utilities/news-multimedia/news.php?idnews=195

 
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Big Brother or Big Bully?

Ethical dilemmas may arise due to the strong desire of marketing research firms to become suppliers to large organisations that invest heavily in marketing research projects. Many companies in financial services, airlines, beverages and automobiles, for example, have enormous marketing budgets and regularly employ external marketing research firms. Large clients can manipulate the price for a current project or demand unreasonable concessions in the research design (e.g. the examination of additional variables, more focus groups, a larger or more targeted sample for the survey, or additional data analyses) by implying that there is the potential for the marketing research firms to become a regular supplier. This may be considered just business, but it becomes unethical when there is no intention to follow up with a larger study or to use the research firm in the future.

 
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Does anonymity matter?

What if we were to create research methods where anonymity did not matter? Where clients could ask straight questions of customers on customer databases or customer websites, and get straight answers back from them? John Griffiths (www.planningaboveandbeyond.com) offers the view:
I am reminded of my induction into digital telephony over 20 years ago, where a technologist explained that by going digital, telephone companies had found a way to put voices and computer data into packets that they could send down a wire. Once they had made this jump, the challenge was to find ways to send data faster. Now thousands of people use the same wire at the same time to pass voice and data to each other in both directions in real time. While telephone stayed analogue we needed an operator to make a physical connection between two telephones, and while the two parties were using that single piece of wire no other information could be passed down that wire. That is where marketing research is stuck now. The analogue way to get trustworthy information from a participant is to set up a separate circuit isolated from everything else. Which makes it clunky, costly, slow and methodologically suspect. But what if client companies find that they can indeed get usable customer data without analogue circuitry? Supposing in a flurry of e-communications as a customer sends off for a new car brochure, they browse websites, watch ads on YouTube and Google Video and answer pop-up questionnaires before and after? Suppose car companies find ways for customers to browse information systems in the showroom to choose their cars and then integrate research capture. They could be gathering research data at the same time as selling. Unthinkable? Why ever not? This is called duplex information flow. All digital devices have had it for years, but marketing research hasn’t. Playing ‘peekaboo’ with identity is a poor way to protect an industry as established as marketing research. If the industry does not find a way around the anonymity issue, we may be like the rest of analogue technology and find ourselves consigned to history. The client can talk directly to customers and prospects and they willingly talk back, even initiating an exchange. So, what was your role again?

 
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Case study

The following factors have been of significance in enabling Kooperativa to achieve its success:

● the formation of a group of competent and well-skilled staff from the insurance business who were willing to take the risks associated with leaving the former monopolist company to set up the new venture

● support from shareholders, chief of which was Wiener Staedtische Allgemeinge Versicherung

● a favourable backdrop whereby the Czech insurance market was open to new kinds of insurance

● the extensive use of reinsurance to hedge risk

● a willingness to gain know-how from foreign shareholders and reinsurers.

Kooperativa strengthened its position as second in the market, and by the end of 2005 its market share had increased to 22.9 per cent; non-life insurance accounted for 28.9 per cent of the market. Life assurance written premiums had grown by 25 per cent to a total of CZK 6 billion. It has more than two million clients – indeed, Kooperativa insures every fifth Czech citizen. The financial results are also positive; for example, in 2004 Kooperativa achieved a gross profit of CZK 765 million (US$30m) and in 2005 it was CZK 1300 million (US$52m) – a year on year increase in profit before tax of 11.9 per cent and 70 per cent respectively.
Today, Kooperativa offers a complete insurance service for all kinds of clients – business as well as individuals. Its product range comprises general insurance and life assurance, including insurance for liability risks. From the beginning, Kooperativa positioned itself in the market with an individual approach to the client – a new phenomenon in the Czech insurance market. For the country’s budding new entrepreneurs, it has helped to identify the risks that most endanger their economic prospects in both their personal and business affairs. It offers modern contracts drafted in order to inconvenience them as little as possible. Being simple and quick to complete, they save time and provide a wide range of insurance coverage according to customers’ wishes, needs and financial possibilities – from its very start the company has always provided insurance to fit closely both their product and service needs.
Another reason for Kooperativa’s success is the quality of its claims adjustment. This includes the ability to report losses by telephone, the use of up-to-date methods of communication, and technologies such as digitalization and the Internet.
In 2004, the company acquired four smaller insurance businesses and established the development of a strategic co-operation with the Ceska Sporitelna Financial Group (one of the biggest Czech banks). These events represented the company’s response to changes in its business environment – including: the Czech Republic’s entry into the European Union, new competition, and the continuing adaptation of the Czech market to the up-to-date insurance trends found in more commercially advanced countries. This has enabled Kooperativa to respond to the challenges posed by bancassurance and other financial new product developments in an effort to provide for all clients’ financial needs at a single sales point.
Kooperativa’s trade representatives are gradually becoming true financial advisers, able both to satisfy all clients’ insurance needs and to act as brokers for other financial services – whether obtaining a credit card or a mortgage, or executing contracts on building savings or supplementary annuity insurance. They are also able to broker consumer loans for clients, or to assist them in opening a bank account.
Recently, the company has reaffirmed that the core of its corporate strategy for the next few years will be based upon:

● developing Kooperativa as a large, modern insurance company transacting all types of life assurance and non-life insurance based on the needs of the clients

● continuously improving the quality and comprehensiveness of the services offered, to transact business swiftly, and to take a flexible and personal approach to the clients

● guaranteeing the clients a considerable level of security based on high registered capital and a high-quality reinsurance programme.

Kooperativa endeavours to be not only an insurer but also a reliable partner, providing advice and support under all circumstances.
Again, a key strategic objective of the company is to strengthen its position in the domestic insurance market and increase its market share.

 
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