Report on Focus Groups with TCS Clients and Partners
January 22, 2008
EXECUTIVE SUMMARY (FINAL)
POR #148-07
Contract Number: 08227-070265/001/CY
Contract Date: August 29, 2007
“What is the objective? If it is to get more business for Canada abroad, then we need to identify people with the most potential and then put all our energy behind them.”
– S&T/Innovation Client, Halifax
Client needs are changing in a new global trade environment. In this new environment, Senior Management of the Department is undertaking a review of the TCS core services and client definition in order to ensure that they remain responsive to client needs; are appropriate for this new global commerce environment; and, are reflective of the Global Commerce Strategy and principles of Integrative Trade. Phase I of this Review1 was undertaken in March 2007 and included extensive internal consultations with Trade Commissioners at HQ, in Regional Offices and at Post. An Advisory Group was established which examined the results and recommended changes to the client definition, a modified core service offering, as well as an unprecedented two-tier approach to service delivery.
Phase II of the Review, and the subject of the present research, involved conducting qualitative research among TCS clients in order to gauge their level of acceptance to the proposed changes prior to finalization and roll -out.
In order to gain an in-depth understanding of the reactions of different types of clients, we conducted ten (10) focus groups and two in-depth interviews with business clients,2 and one focus group with partners, as per the table below:
| City | Date | Number of groups |
Number of participants |
|---|---|---|---|
| Toronto | September 26 | 2 | 13 |
| Montreal | September 27 | 3 | 16 |
| Halifax | November 1 | 1, plus interview | 4 |
| Vancouver | November 13 | 2 | 9 |
| Calgary | November 14/ December 6 | 2 | 12 |
| Ottawa (partners) | November 29 | 1, plus interviews3 | 5 |
| Total | 10 | 59 |
Interpretive Note:
Although qualitative research in general, and focus groups in particular, are highly valuable for providing insight into the needs, attitudes and opinions of an organization's customers and prospects, the results cannot be deemed to be representative of any wider group of individuals than those who participated. Although the number of participants in each group will influence the group dynamics, it has no bearing on the validity of results.
This research has allowed us to draw the following conclusions regarding clients? needs and the perception of the TCS, and the proposed TCS client definition and service offering:
"I think it's important to assess a business' readiness to expand internationally and perhaps have some sort of pre-qualification." – Halifax
" For me, this is almost perfect. It's all the things I'm looking for !"
–Toronto
"Everyone (here) agrees that the differentiated level of services is a natural progression, and it's about whether your business is ready to receive it." – Halifax
The Reaction: a complete endorsement. With isolated exceptions, participants across the country strongly endorsed both the notion of providing value-added services, and, the four specific services proposed.
The words "global" and "connected" strongly resonate to communicate the value- added and positioning of the TCS. Taglines tested were liked or not largely based on this.
The partners who participated in a similar focus group tended to echo many of the same sentiments as the clients as previously discussed. Participants are largely in agreement with the expansion of the definition to include organizations involved in the various disciplines of Integrative Trade, such as S&T/innovation and Canadian Direct Investment Abroad. They also agree with ending the long-standing confusion over Investment "clients? by referring to them as simply what they are: "foreign investors".
Although participants agree in principle with the concept of differentiated, or value-added, services, the discussion turned to one of the risks of implementation. In terms of specific services being considered, they generally feel that providing strategic sourcing is too ambitious, even in a well-resourced post. They also fear there is a danger of large-scale diversion of resources to meet these demands, even on a case-by-case basis. Finally, participants feel that providing strategic advice is also not the role of the TCS as a government organization.
On the Proposed Value-Added Services - Partners
"It's the right direction, but if not done properly, you risk creating two classes of companies. There has to be full transparency."
Adopt the proposed client definition and proceed to implementation of the proposed core and value-added services model. However, strategic sourcing, should be re-evaluated and applied only very selectively in certain key markets and sectors. Care should be taken that the final wording avoids use of any qualifiers which may be interpreted as a distinction based upon size, and not potential for success.
In the main body of the report (pages 25-27) we provide a series of detailed recommendations regarding the implementation of the proposed core and value-added services.
With the adoption and implementation of the revised service offering, we also believe the TCS has a unique opportunity to embark on an awareness and brand-building campaign targeting Canadian organizations with the interest and potential to do business abroad to promote the new core services. However, provision of value-added services should remain on a case-by-case basis and should not be the subject of advertising. We provide more detailed recommendations on messaging in the main body of the report (page 27).
As this research has shown, the Trade Commissioner Service continues to provide its business and partners with highly valued services, and contributes significantly to client results, thereby achieving results for Canada. This research has demonstrated that client who participated in focus groups conducted across the country fully support the proposed direction, client definition and service offering. Canadian businesses working abroad have said they need the TCS to achieve results by focusing on those with the most potential.
Our team began working with you on the issues of client definition and service delivery more than ten years ago, and we are thrilled to see that the TCS services will remain "ever green". We look forward to continuing our work with you to continuously improve the TCS.