What are the current local trends in beauty and food in Thailand and Vietnam?
In consumer marketing, it is essential to know the latest trend.
Hide (Kadence Thailand) and Kengo (Kadence Vietnam) interviewed four Thai/Vietnamese women who can speak in Japan to reveal the current local trend in beauty and food.
The participants prepared the videos to introduce their daily cosmetics/inside refrigerators too. Let’s catch up by watching the recordings below!
*Only Japanese available (No English dub/subtitles)

Watch the session in Japanese

Stay ahead

Get regular insights

Keep up to date with the latest insights from our research as well as all our company news in our free monthly newsletter.

We had the opportunity to chat with Sachit Gupta, Vice President of Kadence International’s India office, as part of our ‘People in Research’ series. Sachit has a wealth of experience in the industry and an impressive grasp of the Indian market, which made him the ideal person to ask about the most recent market research trends, challenges, and possibilities for rural India research.

Can you tell us about your journey to becoming Vice President of Market Research at Kadence International’s India office?

I started my career in 2001 with a leading industry chamber as a research executive. Initially, I worked on policy research and, in 2004, got into primary research. I joined Mode Pvt Ltd. (now GfK) as a research executive and worked in different positions for the next ten years. I was primarily looking after consumer research businesses and handled some of the key clients, such as Coca-Cola India and YUM Foods. I was also India lead for the mystery shopping business at GfK.

In 2015, I joined Karvy Insights, an Indian start-up market research company. I joined Karvy Insights as Associate Vice President and handled various corporate and social sector clients for seven years. Some of the key clients I serviced were Carlsberg, Syngenta and Dabur (an Indian FMCG company).

Finally, in 2022, I joined the Kadence India office as Vice President. Currently, I oversee the insights business at Kadence India.

How has the market research industry in India evolved since you first started?

The market research industry in India has seen many changes in the last decade. The explosion of data volumes, types of data and sources and, more importantly, the pervasiveness of technology has substantially expanded and enabled many non-traditional methods of research.

We have come a long way from the days of pen-and-paper interviews to electronic interviews, from programme-based analysis to the use of machine learning, artificial intelligence and predictive analysis to make sense of big and complex data.

Similarly, there is a significant shift in how we collect data from memory-based responses and elaborate diary-based data collection methods to more reliable and accurate passive data collection techniques using app-based technologies.

COVID, in many ways, has acted as a catalyst in promoting technology and tech-based solutions in market research. Agencies are adopting shorter, cheaper, smarter interviewing techniques to gather real-time data and provide quick and reliable client solutions.

Another change that I see happening is the consolidation in the industry. The prominent players in the industry today are trying to focus on their core strengths, that is, insights and consulting, and outsourcing many of the support functions, such as field operations and analytics, to smaller boutique firms. It is an effective way to stay leaner, more focused and profitable long-term.

What sets Kadence International apart from other market research companies you’ve worked for?

At Kadence, we have the reach and network of a large global company, but at the same time, we are nimble and flexible when it comes to customising solutions for clients.

Today, when most large agencies are outsourcing support functions such as operations and analytics, we at Kadence take pride in having all functions in-house. This helps us keep close control of quality and overall project management.

Also, the culture at Kadence India is collaborative and cohesive. We are a small, closely-knit unit; all departments work in close coordination. The top management is entirely hands-on and can be approached 24X7 for any issue.

How do you ensure timely and cost-effective delivery of market research projects?

We follow a few principles to ensure that projects remain profitable and are delivered on time.

  • There is the involvement of the operations team at the proposal writing stage. We ensure that there is a buy-in from the operations team on the feasibility of accessing the target group, field budget and timelines at the proposal submission stage. It ensures that all stakeholders are aligned on the agreed deliverables and avoids time and cost overruns later on.
  • Similarly, educating the clients on the minimum time required for us to collect quality data, the optimum length of the interview and other such timelines is equally essential. We understand that clients have pressing deadlines, but we are responsible for educating them on certain aspects to deliver quality output.
  • Finally, strict adherence to set protocols and processes within the internal teams at Kadence must ensure that we honour our commitments. We have documented procedures at Kadence, and much emphasis is laid on ensuring compliance at all levels.

Can you share a particularly challenging research project you’ve worked on and how you overcame any obstacles?

The study that comes to my mind is the one where we had to study consumers of hair colour. The study’s objective was to do a sufficiency test with respondents to assess whether the quantity of hair colour was sufficient. As we had to test two product samples sequentially (one after the other), ensuring the respondent applied the hair colour when a good number of hair strands had turned grey was critical. In the normal course of fieldwork, it would have meant leaving the decision to the judgement of the field investigators. This would have introduced an element of subjectivity into the research.

As a solution, we created a WhatsApp group wherein we asked the respondents to post a photograph of their hair before applying hair colour. Specific parameters regarding what percentage of hair should be grey for the application of colour were decided in consultation with the client. A dedicated team of researchers was set up to scan the photographs of all respondents. We only asked the respondents to use the hair colour when the criteria were met.

This brought much objectivity into the study and ensured that the final results had no personal bias. The findings were well received by the client.  

What are some of the most significant opportunities for market research in India?

The Indian research and insights industry grew at approximately 12% CAGR from FY17 to FY20 and is expected to double by FY26. I see a lot of opportunities and headroom for the business to grow. To be specific, I see the following trends or opportunities in the next few years:

  • The ask from research agencies will be much beyond simple analytics. There will be strong expectations from the clients in terms of value-based insights using advanced analytics such as machine learning and predictive analytics.
  • The pandemic accelerated the shift towards online panels. This trend will continue in the future. Due to the advantages of economy and speed, I see a declining preference for face-to-face, in-person interviews and a greater proliferation of online panels.
  • Much stronger focus on rural research. We are already seeing saturation in urban markets, and the rural economy in India will fuel the next level of growth. Therefore, there will be a sustained focus of all clients on understanding consumer behaviour in the rural markets.

How does Kadence International incorporate technology into its market research methodologies?

Technology is at the heart of all research that we do. Kadence India has one of the largest state-of-the-art CATI infrastructures in India. We are also investing heavily in creating our independent online panel, which should be up and running soon.

In addition, there is a conscious focus on promoting digital modes of data collection, whether it is online qualitative interactions, app-based surveys or passive data collection.

We have a full suite of data collection techniques and customise our solutions depending on the client’s needs and budget. 

How does your team stay current on market research trends and advancements?

One of the KRAs for research managers is proactively using cutting-edge tech-based solutions for research problems. We always seek technology partners to collaborate for new and innovative methodologies. These collaborations and interactions with technology partners give the team good visibility on the emerging trends in the technology space and how best they can use those solutions in tackling clients’ marketing issues.

We also organise knowledge dissemination sessions within the insights team, wherein, if a particular team uses a new technology or an innovative methodology, they are encouraged to share that knowledge with other team members through these sessions. The larger objective is to promote a culture of sharing and learning and stay updated on new and emerging trends.  

What is the culture like at Kadence International’s India office?

We have a closely-knit team at Kadence India. There is a collaborative culture between functions, and everyone works towards a unified objective of business growth and client satisfaction.

Having said this, we strive to ensure a good work-life balance for our researchers. They are encouraged to take vacations, spend quality time with family and maintain a family-like environment at the workplace too. We invest in their training and development from time to time for their continued professional growth.

We recently initiated Learning and Fun Sessions (LAF – pronounced as Laugh) to encourage team bonding and cohesiveness at Kadence. The objective is to make these sessions as interactive as possible and provide platforms within the Company for team bonding and learning. The initial response to the sessions has been very encouraging.

guide-to-gen-z

How do you balance the commercial aspects of market research with the ethical considerations involved in conducting social research projects?

Social research projects are generally large-scale projects and thus contribute immensely to the top line of the business. Similarly, since most of these projects are for the government or multilateral bodies, a prestige value is attached, which is also crucial for future business and the organisation’s visibility.

Many social research projects are in health or on sensitive topics. Therefore there are a lot of research-related ethical considerations and protocols that one has to keep in mind.

It is, therefore, important to take a long-term view when pitching for such projects and strike a balance between commercial aspects and ethical considerations of research. 

How do you ensure clear and effective client communication throughout the research?

Communication is an integral part of the research process. In fact, it is critical to ensure a project’s success and maintain good client relationships. There are a few practices at Kadence India that we follow: 

  • Right at the project’s inception, we ensure a kickoff meeting between the research team at Kadence and the key stakeholders from the client side. This is important to ensure everybody is on the same page regarding study expectations and deliverables.
  • In the meeting, we also appoint a single point of contact from our team to spearhead all client communications from the research team. Similarly, we request the client to select a single point of contact from their team. This ensures clear lines of communication and avoids confusion or multiple people communicating with the client.
  • It is also important to keep the client informed of various milestones with respect to the progress of the study. Therefore, we have a system of giving regular updates to the client on how fieldwork is progressing, any issues faced in the research and timelines for the deliverables.
  • We make it a point to keep the client informed of any exigencies faced in the study. So, if the fieldwork is getting delayed or there is an expected delay in reporting, the same is communicated immediately to the client. 

What is your favourite aspect of working in the market research industry?

In the last 20 years, I have worked across clients, product categories and clients. The sheer diversity in client issues and problems, their nature of business and the people we interact with daily make it an exciting experience to work in this sector. It allows you to learn and grow every moment and gives you immense satisfaction that, in some way or other, you are a part of the growth story of your Clients.

In a project execution role, I made it a point to visit the field and interact with consumers. That first-hand experience of directly interacting with people and then translating their issues and problems into actionable strategies for higher-up authorities gives a great sense of achievement and satisfaction.

How do you prioritise tasks and manage time effectively when overseeing multiple research projects simultaneously?

Empowering your teams and encouraging them to take ownership of clients and business is very important. Therefore, I delegate as much as possible and give them the space to take decisions that are in the larger interest of the projects and clients. At the same time, being in a senior position makes it impossible to lose sight of what is happening on projects. Therefore, I try to balance giving teams autonomy while ensuring they stay on course.

Typically, I start my day with a checklist of activities/ tasks to be done during the day and religiously ensure that I finish those tasks and do not carry them forward to the next day. So far, it has helped me prioritise tasks and manage time effectively.

Can you tell us about a particularly successful market research project you’ve overseen and what contributed to its success?

I remember overseeing a large market entry strategy research for a global FMCG brand. The study was challenging as it required an accurate estimation of the market size for the category and a nuanced understanding of the current behaviours and habits of Indian consumers across the diverse geographies of India. It also required close coordination between the qualitative and quantitative research teams as the client sought a comprehensive market entry strategy for the brand. The study spanned six months, and at the end of it, it turned out to be a successful project helping the client implement an entry strategy for the brand. It also opened doors for us to get more business from the same client.

Teamwork and qualitative and quantitative researchers working in close coordination contributed immensely to the project’s success.

What are some unique challenges in conducting research in rural areas of India, and how do you approach them?

India is a diverse country having 29 States and 7 Union Territories covering more than 600 districts, roughly 8,000 towns and more than 0.6 million villages.

There is vast heterogeneity in population characteristics due to socio-cultural factors, caste-based divisions, and religious and linguistic diversity.

Specifically, in the Indian context, ensuring that data capturing and research methodologies are amenable to different languages, literacy levels and differentiated access/familiarity with the internet is critical.

For the above reasons, research and data collection becomes challenging and calls for a robust methodology that mirrors India’s diversity.

“A one size fits all approach” does not work well when designing a survey or methodology for rural India. For example, poor and backward States like Bihar, Uttar Pradesh, West Bengal and Madhya Pradesh have more than 75-80% of their population living in rural areas. In contrast, urbanised states like Tamil Nadu, Maharashtra and Telangana are more equitable in distribution. Therefore, each State has its unique demographic and socio-cultural profile, which must be considered while designing the sampling methodology in any primary research survey.

Therefore, the key to rural research is managing heterogeneity, linguistic diversity and gender inclusivity while ensuring project representativeness and commercial viability. One has to strike a balance between the two.

What do you like to do in your free time?

I play with my two kids in my free time. I like spending quality time with them and participating in their school and outdoor activities.

I also keep abreast of the latest developments/ technologies in the market research sector to stay updated.

For a deep dive into the changing face of qualitative research and the impact of technology on market research in India, read our blog post here.

Stay ahead

Get regular insights

Keep up to date with the latest insights from our research as well as all our company news in our free monthly newsletter.

As 2022 comes to an end, we see the rise of the cautious consumer in an inflationary economy fraught with rising costs of living and uncertainty. Today’s consumers have adopted new behaviours worldwide, wanting hybrid experiences and engaging with sustainable and purpose-driven brands. 

Here we have compiled our best trend reports and guides that look at 2022 and beyond in one convenient place.

Speed Bumps on the road to change in 2022.

Automotive trends for 2022

automotive-trends-report

To help brands navigate the shifts, we developed an exhaustive report exploring five key trends influencing automotive purchases for 2022 and beyond, focusing on the post-pandemic recovery, the E.V. revolution, the impact of A.I. and connected vehicles, and generational perception changes in major global markets. 

DOWNLOAD the TREND report here

Digital Payments and E-Wallet Usage and Behaviour in Indonesia.

This regional report reveals the perceptions and usage of common e-wallet providers across different Indonesian markets and regions, focusing on shifting consumer behaviour and how brands respond to these shifts. 

READ the full report here 

Stay ahead

Get regular insights

Keep up to date with the latest insights from our research as well as all our company news in our free monthly newsletter.

Food and Beverage trends to watch in 2022 and beyond.

food-and-beverage-trends

It can be challenging for food and beverage executives to stay abreast of these consumer trends in an industry influenced by ever-changing consumer behaviours and changing tastes.

This report has compiled four notable changes in consumer wants and needs globally.

DOWNLOAD the full report here.

The Asian Consumer: 4 Key Trends for the Next Normal.

While many emerging regional trends have been in the pipe long before the pandemic, almost all indicate an active and involved Asian consumer looking to the future for smart alternatives to ageing market norms.

This report is designed for companies looking to grow their presence in Asia. It is based on the analysis of local experts across Kadence International’s eight Asian offices: China, India, Singapore, Thailand, Vietnam, Indonesia, the Philippines, and Japan.

 DOWNLOAD the trend report here

The Definitive Guide to Gen-Z.

genz-consumer-behavior-report

Now making up one-third of the world’s population, Generation Z or Zoomers are quickly entering the consuming class.

Being true digital natives, Generation Z presents a unique set of challenges for brands looking for loyalty.

This 50+ page guide delves deeper into the wants, needs, and demands this generation is looking for from brands and how leading brands in ten countries respond to them. 

 DOWNLOAD the complete guide here

About Face: Emerging global trends in the beauty and cosmetics industries.

beauty-trends-report

The beauty, personal care, and cosmetics industry is thriving.

Thanks to an increased “on camera” world, people of all ages want to look their best.

This report looks at the industry from around the world, highlighting trends from Asia, Europe, and the Americas.

 DOWNLOAD the complete trend report here

Feeling Good: Powering the Next Gen of Fitness and MedTech.

fitness-medtech-industry-trends-report

As people prioritise their health and wellness worldwide, technological advancements in these industries are helping consumers monitor their health much more quickly.

This report looks at the health, wellness, fitness, and MedTech industries from around the globe, showcasing some of the world’s leading brands in the space.

 DOWNLOAD the complete trend report here

The Future of Online Shopping.

online-shopping-consumer-trends-report

Digitisation has reset the online shopping game, and the pandemic has accelerated technology adoption by both brands and consumers.

Today, the most successful retailers have adopted technology at warp speeds. With breakthrough technology complementing every step of the retail process, where are we headed?

This report examines online shopping, where it’s at, and what the future holds.

DOWNLOAD the complete trend report here

To stay up to date with our latest research reports, follow us on LinkedIn or subscribe to our monthly newsletter below.

Stay ahead

Get regular insights

Keep up to date with the latest insights from our research as well as all our company news in our free monthly newsletter.

The situation surrounding EVs is changing rapidly.
This time, our local team member Pom from Kadence Thailand interviewed three EV owners in Thailand to reveal the local consumer thoughts. Let’s catch up by watching the recordings below!

Watch the session in Thai

Watch the session in Japanese

Stay ahead

Get regular insights

Keep up to date with the latest insights from our research as well as all our company news in our free monthly newsletter.

The Philippines is an archipelago in the western Pacific Ocean, consisting of around 7,641 islands. The country shares maritime borders with Taiwan to the north, Japan to the northeast, Palau to the east and southeast, Indonesia to the south, Malaysia to the southwest, Vietnam to the west, and China to the northwest. Its proximity to major Asian cities offers it a strategic point of entry into the ASEAN market and a gateway to international shipping for European and American companies. 

Economic development and Foreign Direct Investment

The Philippines is liberalising foreign investment laws to enable international companies to invest in the country’s robust economy and leverage its highly skilled labour market.

Stay ahead

Get regular insights

Keep up to date with the latest insights from our research as well as all our company news in our free monthly newsletter.

The country’s economy grew by 5.7 percent in 2021, surpassing the government’s 5-5.5 percent target range, bringing the Philippines closer to its pre-pandemic 6.6 percent GDP from 2012-2019. 

The Philippines’ gross national income per capita was estimated at around USD 3,500 in 2021, below the World Bank’s upper middle-income range of $4,096 to $12,695.

According to reports, Philippine officials expect the country to achieve an upper middle-income status by 2023. 

Ease of restrictions increased consumption and improved employment. 

Net foreign direct investment (FDI) inflows rebounded after declining for three consecutive years and rose by 54 percent year-on-year to USD 10.5 billion in 2021. The U.S. is among the top investors in the Philippines. 

The top two import sources of the Philippines are China and Japan, with 22.7 percent and 9.4 percent import shares, respectively. The United States is the largest export market of the Philippines, with 15.9 percent of the total export value in 2021. It was followed by China, a very close second, which accounted for 15.5 percent.  

The Philippines has been named one of the most lucrative markets for foreign direct investment (FDI). 

With the twelfth largest population in the world, Filipinos are substantial consumers. Consumer spending in the Philippines reached its all-time high in the fourth quarter of 2018, and spending is predicted to keep increasing. The country has been named the 43rd biggest economy in the world and is a land of promise for domestic and international brands to invest.

A skilled workforce that is fluent in English 

The Philippines is known for its high proficiency in English and occupies the second spot for English proficiency in Asia. It ranked 18 out of 99 countries analyzed in the Index as of 2020. 

This is a great advantage for international companies entering the market and using local labour. 

The Philippines is considered a lucrative host for Foreign Direct Investment. Between 2016 and 2022, the Philippines Central Bank data showed that firms from China and Hong Kong invested USD 1.7 billion in the Philippines, trailing only Japan at USD 2.8 billion but ahead of the USA (USD 1.3 billion). 

The country is developing at a healthy growth rate and presents an immense opportunity for entrepreneurs, investors, and Filipino employees.

Many investment opportunities are available for entering the Philippines market, and now may be the best time for foreign brands to explore this emerging market. 

Some of the most lucrative industries for FDI in the Philippines include agriculture, manufacturing, tourism, business process outsourcing, energy, and infrastructure development.

There are various entry modes to choose from when investing in the Philippines. Companies entering the country can choose the most suitable one based on their business model and the laws governing each structure. 

1. Corporations 

A foreign company can establish itself as a corporation by registering a new legal entity with the Securities and Exchange Commission (SEC). In this structure, the owner’s individual assets are separate from the company’s. Corporations can be formed in two ways, a Filipino corporation with a minimum of 60 percent Filipino equity ownership or a foreign-owned domestic corporation with a foreign equity ownership greater than 40 percent. There are important distinctions between the two concerning land ownership and tax-incentive programs. Foreign-owned domestic corporations face the exact tax requirements as local corporations.

The process of setting up a corporation may be a complex one taking an average of 28 days. 

2. Branch Office

A branch office is a subsidiary of a foreign company that engages in the activities of its parent company in the Philippines. This is a profit-oriented structure used for business process outsourcing, such as call centres or back offices for multinational firms in the Philippines. These firms are popular in the Philippines due to low wages and many fluent English speakers. Setting up a branch office typically takes three to four weeks from the time of filing with the SEC.

3. Representative Office

A representative office is a liaison between the parent company and clients or partners in the Philippines and is not legally allowed to derive income. On average, setting up a representative office takes about three to four weeks from the date of application.

4. Regional H.Q.

Regional or Area Headquarters (RHQ) and Regional Operating Headquarters (ROHQ) are two types of regional headquarters. 

RHQs are non-income generating offices of a foreign enterprise, while ROHQ is an office of a multinational commonly used for back-office operations. The primary purpose of RHQs is to be a communication centre for subsidiaries, affiliates, and branches in the Asia Pacific region. 

The good news is that growth is seen in Manila’s metro city and other smaller provinces. The country’s improved infrastructure and growing population of consumers are attracting investments, both domestic and foreign, and creating better job opportunities. 

The Philippines’ economy is poised for growth, and the investment market is rife with opportunities, which makes it an excellent time to enter the country. 

Kadence International helps leading brands make game-changing decisions. From our base in Manila, we can conduct market research across the country. This means we can also be fieldwork partners, helping organisations reach respondents across the Philippines. Also, learn more about how to conduct market research in the Philippines.

If you are looking for a research partner to help better understand your customers, we would love to help. Fill out our Request for a Proposal here.

India is a diverse country having 29 States and seven Union Territories covering more than 600 districts, roughly 8,000 towns, and more than 0.6 million villages. The villages are spread over 3.2 million square kilometres supporting 65% of India’s total population. There is vast heterogeneity in population characteristics due to socio-cultural factors, caste-based divisions, and religious and linguistic diversity. 

Specifically, in the Indian context, ensuring data capturing, and research methodologies are amenable to different languages, literacy levels, and differentiated access/familiarity with the internet is critical. 

For the above reasons, research and data collection become a challenging task and calls for a robust and representative methodology to mirror India’s diversity.

Stay ahead

Get regular insights

Keep up to date with the latest insights from our research as well as all our company news in our free monthly newsletter.

Key Challenges in Research & Data Collection

Given India’s cultural and geographical diversity, some of the critical challenges for marketers and researchers in designing a survey for rural India are listed below:

1.   Reach: As per Census 2011, nearly 58 percent of India’s rural population resides in 115,080 villages having a population of 2000+. This effectively means that roughly 80% of the total villages in India are small or very small in size, inhabiting less than 2000 people. Looking at tapping rural markets, last mile connectivity with end consumers is a big challenge for FMCG players. Similarly, reaching the vast network of 33 million retail outlets in rural India is a challenge for companies, given the high distribution cost. Therefore, focused, and targeted reach is a priority in accessing rural markets. The survey design needs to factor in this critical consideration when designing the scope of research and sampling methodology.  

2.   Commercial Viability: It is estimated that 85,000 large villages in India account for 40% of the total population and 60 percent of the total consumption of FMCG categories. The skewness in demographic profile and purchasing power further limits the scope to cover the whole of Rural India for reasons of commercial viability. 

3.   High degree of heterogeneity: “A one size fits all approach” does not work well when designing a survey or methodology for rural India. For example, poor and backward States like Bihar, Uttar Pradesh, West Bengal, and Madhya Pradesh have more than 75-80% of their total population living in rural areas, whereas urbanized States like Tamil Nadu, Maharashtra, and Telangana and more equitable in terms of distribution. Therefore, each State has its unique demographic and socio-cultural profile, which must be kept in mind while designing the sampling methodology in any primary research survey. 

4. Gender Inclusivity: Females are vital consumers and influencers of product categories in Rural India, but men are likely to be key purchasers. Therefore, “whom to interview” becomes a pivotal question to answer while designing a survey. 

5.   Linguistic Diversity: India has 22 official languages besides numerous local languages, dialects, and colloquial words. Therefore, linguistic compatibility becomes essential for survey administration in Rural India. 

 Methodologies for Rural Research 

Some factors merit consideration while designing a methodology representative of the diversity of Rural India and are listed below:

  1. Regional Representation
  2. Adequacy of Sample Size
  3. Defining “Rural” and therefore a selection of villages 
  4. Other Imperatives

1.   Regional Representation 

In a vast and diverse country like India, robustly researching rural consumers requires reflecting heterogeneity and ensuring representativeness. For example, people in the North have attitudes and behaviours that are distinctly different from the population in the South. Similarly, other regions also have socio-cultural nuances that often colour their opinions and attitudes, especially on sensitive issues. 

Therefore, selecting Socio-Cultural Regions or SCR-s is often the starting point to decoding rural consumer behaviour. The regions make it easier to contextualize people and their behaviour for prevalent agrarian practices, social and cultural nuances, and crop-season-driven income and consumption patterns. 

2.   Adequacy of Sample 

The population spread for different States in India varies a lot. For example, the most populous State, Uttar Pradesh, accounts for almost 15% of India’s population. On the other hand, the tiny State of Goa accounts for less than 0.5% of India’s population. Therefore, in a pan-India or multi-State survey, stratification of a sample by State becomes essential. Generally, States are categorized into different population bands such as high population states, medium population states, and low population states. The sample is then fixed for each band in terms of their population size to ensure adequate representativeness. 

The sample size would also depend on other factors such as the granularity of data required within a State, and heterogeneity of population characteristics within a State et al.  

3.   Defining Rural 

The Census of India defines a rural village as a settlement that has the following three characteristics:

  • A population of fewer than 5,000 people
  • <75 percent of the male population employed in non-agricultural activities and 
  • Population density of fewer than 400 people per square kilometre

However, for commercial purposes, this vast and huge area coverage is logistically challenging to cover for any marketing company. Therefore, for practicality and feasibility, different definitions of rural are followed. For most companies, the “hub and spoke model” defines rural coverage as mapped to their distribution channels. They consider villages in the immediate vicinity or within a defined radius of the feeder towns. Last mile connectivity is a challenge for most companies in Rural India. Covering interior or remote parts of rural is not considered to be a viable option. Villages at the periphery of small towns/feeder towns that can be accessed easily become the “immediate” potential for targeting Rural India. This is also called the “Ringing Method” of village selection. 

The above has a profound implication for researchers in terms of designing a suitable methodology and, more importantly, for deciding on an appropriate sampling methodology for the research.  

4.   Other Imperatives: There are a few other imperatives that one must be cognizant of while designing rural research methodologies: 

o  Permissions: Before any fieldwork in villages starts, it is crucial to approach the village head called the “Sarpanch” to apprise them of the survey and its objectives and take approval to conduct fieldwork. This is a formal authorization from the village head that they have been informed about the study and grant their formal permission. 

o   Village Map: You are required to draw a rough map of the village before the start of fieldwork to understand the village’s layout and the critical physical structures —like the hospital, school, panchayat office, temple, or any other place of worship. The team supervisor generally does this exercise with the help of a local person from the village, such as the sarpanch/ schoolteacher or any other elderly person. As the rural dwellings/ households in a village are not structured or follow a pattern (unlike the urban dwellings), the maps also help sample and select clusters/households in that village. 

o   Use of colloquial terms: Given the linguistic diversity of Indian States, specific phrases or words have colloquial interpretations. Therefore, for ease of understanding and comprehension of questions by the respondents, it is generally recommended that local phraseology is inserted into the instrument basis inputs from an informed local person such as the schoolteacher. 

With the focus of multinational companies and marketers now shifting to rural consumers, rural market research in India will likely increase spending in the near future. It augurs well for market research companies to actualize this opportunity to sharpen their research methodologies with rural consumers in mind. At the same time, researchers should be mindful of some of the challenges of rural research, such as low literacy levels, low tech savviness, poor connectivity, and a heterogeneous population, while designing research methodologies for this group. 

Kadence International helps leading brands make game-changing decisions. If you are looking for a research partner to help better understand your customers, we would love to help. Simply fill out our Request for a Proposal here.

At Kadence International, market researchers are at the heart of our team. In this series, we honour some of our colleagues, asking them about their experience working within the market research industry and what the future holds for the industry.

Name: Arpan Jhingran

Position: Project Manager

Kadence Office: New Delhi, India

I joined the Kadence India office in February 2010.

What does a typical day or week look like for you in your current role? Or what are your primary responsibilities/duties?*

Client Servicing is a significant part of what I do for the project life cycle, starting from sharing the cost to the invoice raising and updating the client and senior management on a timely basis. Our responsibilities include solving the field operations query by speaking to the client and finding the best solution.

Tell us a little about your career so far. What was your first job or role? How did you get started with market research? What other roles (in market research) have you had?*

I had worked with ACC Concrete as a management trainee at their Mumbai location, then moved to Delhi. Kadence is my first company in the Market Research industry. I joined as Operations Executive and was promoted to Senior Field Executive. I have been a project manager for the past five years.

Did you always know that you were destined for a career in market research? Why? If not, what did you actually think your career would be, or what did you say you wanted to do “when you grew up” as a child?*

During my MBA, I was fascinated with the Market Research industry because of its involvement in every possible sector. I was also intrigued by the prospect of using different methodologies for deriving results and presenting those as findings and insights to brands.

Stay ahead

Get regular insights

Keep up to date with the latest insights from our research as well as all our company news in our free monthly newsletter.

What is your favourite quote or the motto you live by?*

Live and let live

What is the best thing about the culture at Kadence?*

I love the open culture at Kadence, which allows you to work freely and use your experience to guide you in the right direction.

What essential skills are required to excel as a Market Researcher?*

Excellent and clear communication is paramount to building trust with the client.

What is unique about the market research field / and or consumers in your country/ region?*

There is much enthusiasm for trying new products or giving their opinions on topics we need data and insights on. 

What is it about the field of market research you wish everyone knew?*

Much hard work goes behind every outcome to improve any product or idea.

What piece of advice would you give someone looking to start a career in market research?*

Clear communication is the key in any service industry to building confidence, and I would like to advise anyone inclined to join market research to hone their communication skills. 

How have you seen consumer behaviour change in the past 2 – 3 years as a result of the pandemic? If so, what are your main observations?*

The expenditure pattern has changed drastically. People are ready to spend on what they want rather than save for the future. 

For one of our projects in the healthcare field, we had to visit government hospitals and understand the conditions and processes by speaking to doctors, medical staff, and patients. Also, we had to talk to doctors without medical degrees and use medication based on their experience. That was great learning of my career.

If you could time travel into the future ten years, how would market research evolve?*

I see market research moving online compared to the current scenario of being an offline-dominated industry.

What do you like to do in your free time when you are not working?  *

I enjoy spending time with my family or sometimes going out with my friends.

What is something you have accomplished in work or life that you are particularly proud of?*

A beautiful family.

What is your all-time favourite food or cuisine?

South Indian Food (particularly Dosas).

What is your all-time favourite travel or vacation spot, and why?

I love hill stations because of the drive up there and the weather. 

How has Kadence’s remote work opportunity allowed you to achieve a work/life balance? We would love an example.

It gives me some more time to spend with my family.

From one of the world’s poorest and most isolated nations, Vietnam has emerged as a force to reckon with for international investors. Now a middle-income country with a young population, Vietnam provides a wealth of opportunities for brands entering the country.

Owing to a rising middle class and a boost in manufacturing and exports, an increasing number of brands are eager to make an entry into Vietnam. 

It was announced yesterday that Apple is in the process of relocating Apple Watch and Mac production to Vietnam as part of a broader push to diversify its supply chain.

In recent years, Vietnam has shown immense resilience. At the peak of the pandemic in 2020,  when most other countries were derailed economically, Vietnam was one of the few countries to post GDP growth. In 2021, the country had a rough year, but the economy is expected to rebound to 5.5 percent in 2022.

Stay ahead

Get regular insights

Keep up to date with the latest insights from our research as well as all our company news in our free monthly newsletter.

The government provides various incentives to attract international companies looking to establish local production and distribution of their products. 

This rapid growth and a consumer-driven modern lifestyle have set the stage for foreign investment. There have been shifts in consumer spending and behaviours, and an understanding of these changes and the cultural nuances of the local population are critical to successful market entry in Vietnam. 

So how can international investors and brands tap into this lucrative market?

Brands can conduct thorough market research to understand the market, culture, consumer behaviour, and economic and socio-political conditions to map out a successful market entry roadmap and strategy. 

Setting up and registering a company in Vietnam.

Setting up a company in Vietnam is a straightforward process, but knowing the options available and the specific guidelines and rules for foreign organizations is critical to success. The two most common forms of foreign-owned companies or legal entities are a Limited Liability Company (LLC) and a Join-stock Company (JSC).

Vietnam is easy to enter and carry out business in as it also offers 100 percent ownership of a company in most industries. Industries that have restrictions on foreign ownership require companies to enter into a joint venture with a local Vietnamese company.

As long as the business covers the expenses and can sustain itself, there are no minimum capital requirements for investing in most businesses and industries. All companies in Vietnam need a physical office address and at least one resident director with a local residential address. 

In some cases, you don’t need to set up a company in Vietnam as there are alternative ways, such as having a representative office or having an employer of record —a third-party service provider that recruits and manages employees on behalf of your company. 

Vietnam’s stable political climate and socio-economic conditions

A country’s political climate is an important consideration when weighing the opportunities and challenges of entering an international market. 

Vietnam is a unitary single-party state, which means there is only one political party; and the formation of other political parties is forbidden. This makes the political environment stable. 

Political stability is one of the most critical considerations in entering a new market. Protests and civil unrest are rare, with occasional demonstrations.

On the 2022 economic freedom index, with a financial freedom score is 60, and out of 39 countries, Vietnam is ranked 18th in the Asia Pacific region.

Hiring in Vietnam

Another important aspect of setting up a company in an international market is understanding the labour market —its laws, guidelines, and policies. 

Vietnam provides a labour force at a relatively lower cost. The Mekong Region, which includes Laos, Thailand, Myanmar, Cambodia, and some Chinese provinces provides, puts foreign brands in front of a vast, affluent population. 

Organizations that ensure equity and fair compensation and benefits attract high-quality talent. Brands should understand legal compliance and H.R. policies and even partner with local H.R. consultants to handle hiring, payroll, and other such functions. 

The role of Foreign Direct Investment in the growth of Vietnam

Foreign direct investment has played a pivotal role in transforming Vietnam from one of the poorest countries in East Asia to one of the fastest growing with a rising middle class. Vietnam’s massive untapped potential, a relatively cheap workforce, and abundant natural resources draw foreign investors to the country. 

The government’s strategy is to attract high-tech companies to the country, with a focus on four primary sectors, namely, manufacturing, agriculture, travel, and services. 

Furthermore, the government’s efforts to boost trade and investment through free-trade agreements make Vietnam an attractive market for foreign investors. 

Challenges and competition from other ASEAN countries

Second, only to Singapore, Vietnam was the most attractive destination for foreign investors among ASEAN nations in 2016 —a significant uptick in its rankings in World Bank’s 2018 “Ease of Doing Business” report from 82 to 68 out of 190 from just one year ago. 

Vietnam lags behind Singapore in most aspects, reflecting the need for more progress to become the region’s most attractive foreign investment destination. 

Some other risks associated with doing business in Vietnam include a weak banking sector and the boom in private sector investments.

The economy is poised to grow at a faster pace next year. According to a World Bank economic update from August 2022, Vietnam’s economic recovery sped up over the last six months. The strong rebound in services and manufacturing is driving this growth. GDP growth is forecast to surge from an estimated 2.6 percent in 2021 to 7.5 percent in 2022, which is even better news for International brands that have an eye on the ASEAN market. 

You’ve likely heard the term “agile decision making” in the business world, but what does it mean with reference to market research?

Agile market research is gathering consumer feedback quickly by utilizing technology at any point so you can discover, experiment, understand, and make decisions with more reliable and quick data. 

An agile market research methodology is a strategic approach that aims to address the continuous change in consumer behaviour and market trends as quickly as possible to deliver fast growth and improve Return On Investment (ROI). 

Stay ahead

Get regular insights

Keep up to date with the latest insights from our research as well as all our company news in our free monthly newsletter.

Agile research is an approach to market research where feedback is collected continuously and quickly. This allows brands to test, iterate, and adapt their concepts using data and facilitates innovation. 

Brands leverage agile market research methodology to create products and messaging that resonate with consumers and have a customer-centric approach. 

Traditional Market Research vs. Agile Market Research

Traditional market research includes stages such as project kickoff, design, review, analysis, and reporting. Every step in the process has a time limit before moving on to the next phase.

On the other hand, agile market research starts small and proceeds in steps that build on the previous one. With agile market research, researchers gain more insightful consumer experience (CX) feedback faster and at a lower cost. 

Moreover, the research tasks are not time-bound, and consumers are free to respond as they like and on their own time. The seamless integration makes agile market research a shorter process, improving overall CX.

While traditional research methodology has its place in assessing customer feedback, agile market research helps move teams faster because they receive responses quickly across design stages. It also allows brands to pivot rapidly and will enable teams to act upon the data and insights quickly. That way, teams are not wasting time and effort on something that will fail when released. 

How to get the best out of your agile market research

For brands to get the most out of your agile market research, they need to be mindful of a few points detailed below:

  1. It is critical to always begin with strategy and first understand the objectives of your agile market research methodology. This will help you utilise consumer feedback and insights more effectively. 
  1. Ensure your team has the skill set for the agile research tasks that need to be done. 
  1. Utilise an efficient, fast, and user-friendly software that empowers you to conduct, analyze, and report data that supports your agile market research methodology effortlessly.

Three Ways Agile Market Research is helping brands obtain the rich insights they need

Faster Insights

The number one advantage of using agile market research is speed. Agile market research removes the friction that can slow traditional research studies to provide quick, helpful feedback that allows iterative improvement. 

With agile intelligence, brands can anticipate consumer behaviours faster and more accurately. This allows the data team to focus on more innovative efforts that help grow the organisation.

All the time spent creating a questionnaire is reduced, sampling is automated, and fieldwork is done quickly. The analysis is presented rapidly, and the process is efficient and seamless. 

Smarter Insights

Artificial Intelligence helps provide smarter insights in a fraction of the time taken by traditional research. 

Since it provides immediate data sets, agile intelligence offers brands powerful insights, answering critical questions like how to segment buyers, which products are likely to perform best, and which locations to open or close physical stores.

Greater accessibility

Another benefit of agile market research is how it makes insights more accessible. Agile market research allows results from a series of similar projects to be shared with your teams worldwide. Other team members can learn what was done and worked, which helps inform future brand decision-making. 

It democratises data and helps create seamless connections to various organisational functions, allowing for collaboration so each department can achieve its individual and overall business goals.

For example, for physical stores, marketing teams can work with real estate teams to identify areas where they should decrease or increase their presence based on store performance and other factors. 

With agile market research, brands can test concepts with a target audience, generate a prototype and get feedback, or gauge consumer response to an ad campaign much faster than if they followed the traditional research process.

Agile market research seamlessly integrates various data collection tools, offering a shorter response process and improving the overall experience. 

Agile market research helps brands invest in the right tools for decision-making to adapt quickly to market changes. It allows brands to transform data into an actual business asset. When armed with the correct data faster, brands can keep up with the speed of change.

Doing good doesn’t have to be at odds with profit. Organisations focused on their triple line in today’s marketplace will outperform their less socially conscious competitors. 

So what is the triple line? And what does Corporate Social Responsibility (CSR) entail?

In economics, the triple bottom line (TBL) explains how organisations should commit to focusing on social and environmental welfare as much as they do on profits. 

The triple bottom line theory asserts there should be three bottom lines: profit, people, and the planet. A TBL measures a corporation’s commitment to Corporate Social Responsibility (CSR), a self-regulating business model aimed at helping a brand become socially accountable to itself, its stakeholders, the public, and its environmental impact over time.

Reducing carbon footprints to avert the climate crisis, improving labour policies, adding employee welfare programs, embracing fair trade, and incorporating charitable giving are examples of ways brands can support CSR initiatives.

Stay ahead

Get regular insights

Keep up to date with the latest insights from our research as well as all our company news in our free monthly newsletter.

Why is CSR important in your brand strategy?

The idea behind social responsibility is based on the concept of businesses doing good and balancing their profit goals with initiatives that benefit society and the environment. 

Social responsibility is also good for business. Many brands focus on local, national, and even global philanthropic initiatives to attract consumers, making social responsibility a means of growing the brand. 

Customers like to do business with socially responsible organisations and enhance brand equity by boosting their sales, profits, and goodwill. CSR activities allow companies to improve their reputation, positively impacting brand equity and value.

CSR also helps an organisation internally. Research led by Verizon and the Campbell Soup Company quantified the advantages of being socially responsible. The study showed how CSR lowers turnover by up to 50 percent, boosts team productivity by up to 13 percent, and enhances employee satisfaction by up to 7.5 percent. 

Millennials and Gen Zers demand social responsibility from the brands they interact with

A survey of 30,000 consumers in 60 countries found that 66 percent of consumers were willing to pay more for brands with CSR initiatives that resonated with them or aligned with their values and beliefs. 

Another study revealed that 87 percent of Americans would purchase a product based on the advocacy of an issue that resonates with them. 

This is especially true of the younger generations, including millennials and Gen Z. In our recent report on Gen Z —the definitive guide, there are several examples of brands demonstrating social responsibility to attract this cohort of consumers who demand social and environmental responsibility from brands. 

Why does this matter?

In 2020, there were 1.8 billion millennials worldwide, making them the largest generation cohort in recent times. Furthermore, with most of them employed, their spending power has dramatically increased over the past few years. 

In 2021, overall spending by Millenials had also considerably increased because most wanted to make up for the time lost during the pandemic. This cohort is a self-indulgent group that also cares deeply about society and the environment. 

According to a Deloitte survey in 2020, 60 percent of Millennials said they would be willing to support a business that takes care of its employees and positively impacts society. 

It’s not just societal impact but also an organisation’s impact on the environment that matters to the younger Millennial and Gen Z cohorts.

Another critical factor is how brands lead diversity and inclusion. As detailed in our exhaustive Gen Z report on emerging beauty trends, today’s consumers, especially younger generations, demand brands to be diverse and inclusive. 

It is worth noting that brands cannot mislead consumers and send out a social message that is not executed because these discerning consumers also expect authenticity. 

Greenwashing, for instance, is a term that has gained prominence in recent times. The term refers to brands and organisations that say they are environmentally friendly, but in practice, they do nothing to protect the environment or actually harm the environment. 

Marrying profits with purpose

Gone are the days when profit and doing good were mutually exclusive. Today, corporations are increasingly incorporating purpose into their brand strategy. Having a cause attached to an organisation is not just nice to have but a necessity. Governments worldwide have established mandates to ensure that big corporations are socially responsible. 

In Asia, CSR-related investment is conspicuous in the major economies. While we see a global trend with businesses taking a more significant share of responsibility for social and environmental good, different nations approach CSR with varying levels of vigour and pace.

Let’s look at the American, European, and Asia Pacific countries where we have a presence to see how they approach CSR and corporate citizenship. 

CSR initiatives are part of company law in China

A worldwide survey on millennials revealed that 83 percent wanted businesses to address social issues. In China, this percentage was higher at 92 percent. 

Typically, CSR is considered a voluntary initiative; yet in the past few decades, we have seen the rise of CSR mandates worldwide that explicitly target corporations to include CSR programs. 

One such country is China, where CSR initiatives are in Article 5 of the 2006 Chinese Company Law and explicitly require all Chinese companies to be socially responsible. 

The Chinese government incentivises companies to incorporate social responsibility into their business practices. 

In 2014, Coca-Cola launched a socially conscious bottled water brand called Ice Dew “Chun Yue,” or Pure Joy in China. This was the company’s first socially conscious brand. Although priced slightly higher than competing brands, this bottled water targeted Millennials who care about social issues and are more likely to pay more for an environmentally conscious brand.

With the fitting tagline, “Drink Good, Do Good, Feel Good,” the brand claimed it would set aside funds to develop safe drinking water sources for schoolchildren in rural provinces such as Yunnan and Sichuan.

Japanese brands face pressure to get involved in CSR activities.

Japanese culture is all about relationships, and giving money to unknown people or charity has never been common practice. Until recent years, the Japanese considered social responsibility mainly the government’s job.

However, this has changed recently as issues such as the climate crisis, human rights, women’s equality, and poverty have come into the forefront of mass consciousness. 

The Japanese understand the adverse impact of poverty, social injustice, well-being, and the environment on society and realise the extent to which individual companies and people can help promote a better community. 

As a result, Japanese corporations face pressure to do more “good” and be responsible for their actions.

CSR in a net zero U.K.

One of the world’s largest automotive companies, Japanese automaker Toyota now faces increased international scrutiny as its growth continues.

In 1989, the company set up its Corporate Citizenship Activity Committee, and in 1995 it established the Basic Principles of Social Contribution Activities. In 2006, the company launched the Corporate Citizenship Division to consolidate all its social responsibility functions globally and become more strategic. In 2009, it opened the Toyomori Institute of Sustainable Living. 

Balancing the amount of greenhouse gases we put into the atmosphere with the amount we remove to tackle the climate crisis is called ‘net zero.’

The U.K. government has urged more businesses to pledge to this net zero target by 2050. In an industrialised world, reaching this goal is challenging and requires massive efforts from governments, corporations, and societies worldwide. 

Various countries and organisations have now adopted the target of ‘net-zero emissions by 2050,’ and about one-third of the largest U.K. businesses, representing a £650 billion market capital, have pledged to eliminate their carbon emissions by 2050. 

One such brand is luxury automaker Rolls-Royce, which is committed to net zero greenhouse gas emissions associated with its operations and facilities by 2030. 

U.K. pharmaceutical brand AstraZeneca has also committed to achieving zero carbon emissions by 2025 and becoming carbon negative across its value chain by 2030. 

Not mandatory in The U.S., but consumers expect brands to incorporate CSR.

From how we grow our food and how we deal with the climate crisis to how we treat our labour force, consumers in the U.S. are increasingly demanding accountability from corporations and organisations.

While CSR is not required by U.S. statute or regulations, it is somewhat soft law as consumers demand social responsibility from the brands they use.

In recent years, there has been a growth in CSR initiatives in the U.S., and major corporations have made massive strides in improving their environmental disclosure through annual sustainability reports.

Driven by its mission, Tom shoes is top-of-the-mind for social responsibility in the U.S. 

Toms shoes are likely the first brand that comes to mind when discussing corporate social responsibility. And for good reason —the brand’s CSR initiative is intertwined with its mission statement. 

In 2006, TOMS launched with the mission “to match every pair of shoes purchased with a pair of new shoes for a child in need.” During its first year, TOMS sold 10,000 pairs of shoes, and today, it has partnered with social organisations in more than 50 countries worldwide. 

The company’s social efforts focus on improving environmental and social issues and are seen globally in every aspect of its operations. The brand is an excellent example of authentic social responsibility.

CSR focuses on labour welfare and environmental consciousness in Indonesia.

Indonesian company law states that “companies with an impact on natural resources must implement CSR, and the same must be budgeted as a cost.” 

Recently, issues concerning worker abuse, severe climate, and environmental concerns have heightened interest in CSR. 

For example, Indonesia Eximbank’s Corporate Social Responsibility (CSR) encompasses four areas: environmental responsibility, responsibility towards social and community development, labour and workplace health and safety responsibilities, and responsibility to their customers. 

CSR is a complementary approach to doing business in Singapore

Singapore is among the world’s fastest-growing economies and is in tune with the sustainability trend. 

The climate crisis and societal issues have propelled social responsibility and sustainable business practices to the forefront. A growing population demanding brand corporate responsibility has turned “doing good” into a winning business strategy. 

In Singapore, most CSR initiatives are handled by the state in partnership with employers and labour unions, making the government a key driver of CSR in the island state. 

The Singaporean code of governance urges domestic companies to follow high standards, and while the code is not mandatory, listed companies are required to disclose their corporate governance practices and explain any deviations from the code in their annual reports.  

In Singapore, Yakult, a probiotic beverage brand, stopped using plastic straws in its efforts to be environmentally conscious. 

Additionally, Yakult has partnered with many non-profit organisations in the health arena, sponsoring public projects and health-related events in Singapore. 

CSR is part and parcel of doing business in Thailand

The fundamental concepts of the Thai way of life and religious beliefs are centred around doing good deeds for others without any selfish motives. This thought process has seeped into business life, and Thai businesses accept their social responsibility.

During the 1997-1998 financial crisis in Thailand, His Majesty King Bhumiphol Adulyadej recommended the “Sufficiency Economy” philosophy to guide the Thai people towards a balanced way of life. 

Wonderland products, a manufacturer of wooden toys in Thailand, enforces CSR initiatives internally by ensuring the quality of life and humane labour practices and externally by supporting environmental protection. Its plants reuse and recycle waste for environmental reasons. 

What the world can learn from India about CSR implementation

Corporate social responsibility is a practice in which businesses voluntarily contribute positively to social and environmental projects. However, in the Indian context, the phrase takes on a different meaning. 

While organisations voluntarily participate in CSR in the rest of the world, it is not the case in India. As the world’s fastest-growing economy, India requires companies to have a CSR policy. 

In 2014, with the implementation of the new company law on April 1, India became the only country in the world with legislated corporate social responsibility (CSR) and a spending threshold of up to INR 15,000 crore (USD 2.5 billion). 

The new law mandates that “all companies, including foreign firms, with a minimum net worth of Rs 500 crore, turnover of Rs. 1,000 crores, and net profit of at least Rs 5 crore, spend at least two percent of their profit on CSR.”

In India, CSR is approached with a stringency not found anywhere else in the world. 

The law requires three Board directors to form a CSR committee to enforce the organisation’s CSR policy. The law also dictates that the CSR policy be elaborate and the money spent audited. Organisations must also detail their CSR policy in their annual reports and websites. 

For example, Coca-Cola’s 2015 “Support My School” campaign was one of India’s most extensive CSR campaigns ever undertaken. The viral campaign earned Coca-Cola media exposure to an extent even the most planned marketing campaigns cannot replicate.

It is well established worldwide that businesses cannot progress at the cost of society or the environment. Most nations are on board with Corporate Social Responsibility initiatives that are good for the employees, consumers, businesses, and society. Brands are integrating societal and environmental goals into their operations to help reduce waste, enhance reputation and identity, attract top talent, and increase their bottom line. 

For international brands entering new markets, CSR provides a remarkable branding opportunity and helps them build their reputation locally as socially responsible brands.