qualitative research

Cultural pitfalls when selling to US customers

From the outside, the US can look like a wide-open market: large, affluent, and English-speaking. But many international brands have learned the hard way that what works at home doesn’t always land with American customers. Even globally sophisticated companies have stumbled by overlooking cultural cues, customer expectations, or just how different the US really is.

Some examples:

  • When UK supermarket giant Tesco launched Fresh & Easy in the Western US, it assumed American shoppers would embrace smaller stores, self-checkout, and ready-made meals, just as they had in Britain. But they didn’t. Americans tend to shop less frequently and buy in bulk. Self-checkout kiosks (a core feature of the concept) felt impersonal. And the grab-and-go prepared foods? Not what many families were looking for in a weekly grocery haul. After five years and nearly $2 billion in losses, Tesco pulled out of the US entirely.
  • Danish pharma company Novo Nordisk saw enormous opportunity in launching its weight-loss drug Wegovy in the US But it didn’t fully anticipate just how fragmented and cost-sensitive the American healthcare system is. The marketing was strong, but the product wasn’t widely available. Supply was limited. Insurance coverage was patchy. And out-of-pocket costs could exceed $1,300/month. The result was frustration from patients and physicians, negative press, and a loss of ground to US competitor Eli Lilly.

What went wrong? In both cases, the companies entered the US with strong brands, solid products, and proven models. What they lacked was a deep understanding of American customers.

Here are just a few misconceptions that frequently trip up international companies:

  • “The US is one market.” In reality, it’s a patchwork of regional, cultural, and socioeconomic submarkets.
  • “What works in Europe will work in the US” American expectations around convenience, customer service, and speed are often much higher.
  • “Subtle, nuanced messaging will be appreciated.” US marketing norms favor directness, boldness, and clarity.
  • “If we build it, they will come.” Without understanding US shopping behaviors or systems (like insurance or retail logistics), even great products can falter.

These are the kinds of missteps that deeper qualitative research can help prevent. To understand American customers – not just what they do, but why – foreign companies need research that reveals cultural nuance.

Here are some research approaches that can help:

  • In-home or remote ethnography. Observe daily routines and behaviors. This would have revealed that “quick convenience meals” don’t mean the same thing to US families as to UK shoppers. This can be done in-person or using an online platform such as Field Notes (https://www.fieldnotes.space/) or a combination of the two.
  • Storytelling and projective interviews. Ask people to talk about their earliest memories related to your product or service, their best or worst experiences, and their ideal experience. This uncovers the values and emotional drivers behind their decisions.

And don’t forget to test assumptions across American submarkets (urban vs. suburban, East vs. West Coast). What resonates in Seattle may not play the same in Houston.

It’s easy to underestimate how culturally specific customer expectations can be, especially in a country that looks, on the surface, familiar. But the gap between looks familiar and feels right is where brand traction is won or lost. That’s where qualitative research makes all the difference. If you’re entering or struggling to grow in the US market, we can help. Contact me at info at bureauwest.com and let’s discuss!

Sources: “How Novo Nordisk misread the US market for its weight loss sensation,” Reuters, July 1, 2025; “Tesco will pull out of U.S., sell Fresh & Easy,” USA Today, April 17, 2013

Posted on by Jay Zaltzman

The insight you didn’t ask for – but needed most

Sometimes, market research seems to lead companies in the wrong direction. One famous example: Coca-Cola’s launch of New Coke. Research participants said they liked the taste better. The data backed it up. But what the company missed was the depth of emotional connection consumers had to the original – its familiarity, its identity, even its nostalgia. Within months, Coke was flooded with protests and had to reverse course. Then there’s Tropicana, which redesigned its packaging in 2009 – removing the familiar orange with a straw in favor of a more minimalist look. The response? A 20% drop in sales in just a few weeks. Not because the juice changed, but because the emotional cues customers relied on had vanished from the shelf.

But was the research wrong – or were they asking the wrong questions?

Almost every project begins with clear, focused questions. Sounds smart – however, participants frequently provide important insights about something entirely different. But if it’s not in the discussion guide, it’s often ignored.

That kind of thing happens often. For example:

  • A tech client wanted customer input on a new feature, but customers said they really want the existing features to be easier to use.
  • A bank wanted to learn how personal advisors could be most helpful to customers with high balances; however, the customers weren’t interested in a personal connection – they just wanted faster service and better rates.
  • A food company conducted testing on different flavors of their product, but customers had greater concerns about making sure the ingredients were “clean.”

The problem is, when participants tell us what they really want, if it doesn’t fit with the research brief, their remarks are frequently treated as “off-topic.” But they have the potential to be strategic gold. They may lead to opportunities that should not be ignored.

As a result, I’ve developed what I call the “Opportunity Layer.” It’s an approach that makes sure we don’t ignore:

  • What customers bring up without prompting.
  • What truly matters to them, beyond the discussion guide.

How the Opportunity Layer works:

  • During qualitative sessions, we make space to follow the energy, nuance, and emotions that come up, not just the guide.
  • Analysis includes the stated objectives as well as the unexpected input, with the resulting report including answers to the brief as well as the Opportunity Layer – what showed up beyond the brief.
  • We conduct a facilitated debrief with stakeholders to discuss results and potential strategic pivots.

Benefits for clients:

  • Discover blind spots you didn’t know existed.
  • Prevent initiatives built on incomplete understanding.
  • Gain richer strategic perspective on customer needs and motivations.

Could the Opportunity Layer uncover strategic gold for your company? Contact me at at info at bureauwest.com and let’s discuss!

Posted on by Jay Zaltzman

Emotional marketing for uncertain times

In an era of economic jitters, AI anxieties, and political whiplash, emotional resonance is the secret weapon that’s setting brands apart. When the ground feels shaky beneath our feet, we gravitate towards what resonates with our innate human desires for comfort, security, and understanding.

Enter emotional marketing. This isn’t just a buzzy term – it’s a powerful, science-backed tool that helps brands cut through the noise and reach their customers on a deeply human level.

  • Google nailed this with its recent Pixel Super Bowl ad, “Dream Job.” It didn’t talk specs. It didn’t showcase flashy features. Instead, it followed a father navigating the vulnerable experience of re-entering the job market. With AI gently supporting him and his daughter cheering him on, the ad struck a universal chord: hope, self-worth, and the courage to begin again.

    That’s what great emotional marketing does. It makes people see themselves in the story. It whispers, “This brand gets me.” Contrast that with a generic pitch about camera megapixels.
  • Or consider the “Clean Feels Good” campaign from Clorox. In a post-pandemic world, cleanliness isn’t just hygienic – it’s emotional. It represents control, calm, even joy. Clorox turned a bottle of bleach into a symbol of serenity.

Emotional advertising doesn’t just feel good – it performs. According to Marketing Week, emotionally driven campaigns tend to outperform rational ones over time – often by a long shot. Especially when budgets are tight, emotion gives marketers more bang for their buck. A heartfelt story can do the heavy lifting of a million media impressions. That’s good news for lean teams and challenger brands. Because emotional storytelling isn’t just for Fortune 500s. It’s a mindset, not a media buy.

In a world of uncertainty, brands that make people feel seen are the ones that stick. So ask yourself: Is your brand creating comfort? Spark? Relief? Are you telling stories that people want to step into? Are you offering more than just a transaction – maybe even a tiny transformation? Let’s uncover how to connect with your customers. Email me at info at bureauwest.com.

Sources: “3 Emotional Marketing Campaigns Winning Hearts in 2025,” Studio ID, March 19, 2025; “Emotional brand-building can help a little more budget go a long way,” MarketingWeek, January 29, 2025

Posted on by Jay Zaltzman

Understanding customers more deeply

In my last Research Tidbit, we discussed the importance of uncovering customers’ unconscious motivators and the use of techniques from NLP and hypnotherapy, such as guided visualization, to do so.

Another valuable technique for market researchers is the ego state approach, widely used in hypnotherapy. This model suggests that our personalities are made up of different “parts” or ego states, each of which comes to the forefront in different contexts.

For instance, an accountant might draw on a highly analytical part of herself when reviewing a spreadsheet, but access a more playful part while riding a rollercoaster with her kids. Most of the time, these parts work together smoothly – but not always. If you’ve ever thought, “A part of me wants to eat that donut, but another part knows I’ll regret it later,” you’ve experienced a moment when your internal parts were in conflict.

The ego state approach can be very helpful in understanding customer decision-making and how to appeal to all the parts involved in the decision. In research sessions, we can apply this approach by:

  • Asking about the parts involved in the decision.
    “Is there a part of you that really wants to make the purchase? A part that’s hesitant? Are there other parts that have concerns?”
  • Exploring the motivations of each part.
    “If the part of you that wants to go for it could speak, what would it say?”
  • Discussing what would help align the parts.
    “What would the resistant part need to feel more comfortable? What information or reassurance would help it get on board?”

This technique encourages participants to move beyond purely rational explanations and share emotional, intuitive, and even contradictory motivations – which are often more telling and actionable than logical responses alone.

For clients, the benefits go beyond deeper empathy. The ego state approach can help marketing teams:

• Create richer personas that reflect different internal drives and tensions.
• Identify internal conflicts that may be blocking conversions.
• Design messaging that speaks to multiple “parts” of the consumer—addressing doubts while inspiring desire.

By mapping out these inner dynamics, brands can craft communications that don’t just inform, but resonate – acknowledging and validating the complex inner worlds that shape real-world choices.

Let’s find ways to understand your customers more deeply. Email me at info at bureauwest.com.

Reference: “Ego State Therapy,” Gordon Emmerson, 2007

Posted on by Jay Zaltzman