Meet Chui Chui Tan – an International User Researcher, Growth Adviser & Culturalisation Strategy Expert. Chui Chui Tan drives international success by tailoring strategies for global growth through cultural insights and have helped companies with their global market launches and growths in more than 50 countries, covering all regions!
She is also the author of two books on international research, speaker at conferences, a trainer at workshops and an occasional guest lecturer. Follow Chui Chui Tan and her work on LinkedIn or on her website.
In this interview with UXtweak you’ll find Chui Chui Tan’s thoughts about:
🌟 The importance of cultural understanding in global markets
🔎 Tips for successfully entering and growing in new international markets
🌐 The role of culturalisation over localization
💬 Advice for managing language barriers in cross-cultural research
❌ Common pitfalls to avoid when entering a new market…
… and so much more! Let’s dive right in!
Hi Chui Chui, tell us a little bit about yourself!
For over 16 years, I’ve been at the forefront of helping businesses navigate complex cultural landscapes, transforming them into actionable strategies that drive global success. I’ve had the privilege of working with renowned brands like Spotify, The Washington Post, Fiverr, Bumble, and Marriott International, among others.
My expertise lies in simplifying cultural intricacies to help businesses either launch into new markets or elevate their presence in existing ones.
I also serve as an advisor to C-level executives and senior management, guiding them in uncovering global growth opportunities. This involves delving deep into the underlying cultural nuances and unconscious beliefs that shape markets and their people.
As an author, I’ve written two books: “Research for Global Growth” and “International User Research.” I’m also a frequent speaker at international conferences and conduct workshops globally, sharing my insights and expertise in cultural navigation and global business strategies.
What initially drew you to the field of culturalisation and international research?
My journey into culturalisation and international research is deeply rooted in my personal background. As a third-generation Chinese Malaysian, I grew up in a fascinating blend of cultures. While my family embraced Chinese cultural values, my strongest connection has always been with my Malaysian identity. Malaysia’s multicultural society, with its diverse religions and ethnicities, provided a rich tapestry of experiences that unknowingly prepared me for my future career.
As a third-generation Chinese Malaysian, I grew up in a fascinating blend of cultures. This unique upbringing, coupled with spending nearly half my life in various parts of the UK, from Northern Ireland to England, has given me a distinct perspective on cultural complexities.
This unique upbringing, coupled with spending nearly half my life in various parts of the UK, from Northern Ireland to England, has given me a distinct perspective on cultural complexities. It’s this personal experience of navigating between different cultural spheres that ignited my passion for helping businesses understand and traverse similar complexities in their global market growth strategies.
My professional journey in international research began over a decade and a half ago when I became an external global consultant for Marriott International. This role took me to countries across all regions of the world, where I studied the needs and behaviors of travelers from diverse cultural backgrounds.
Our goal was to reflect these insights in Marriott’s digital experiences, making them more culturally relevant and user-friendly.
This experience opened my eyes to the critical importance of understanding local markets and users to serve them better. As more companies began to recognize this need, I found myself increasingly drawn to this field, helping businesses bridge cultural gaps and create more resonant global strategies.
International research and global expansion strategies
Let’s dive deeper into the topic of global expansion strategies. How do you approach understanding a culture that is vastly different from your own?
When approaching a culture vastly different from my own, I always advocate for a data- and insights-led strategy. This approach is crucial for making informed decisions in global expansion.
Let me paint a picture for you: Imagine throwing darts in a pitch-black room, aiming for a target you can’t see. Each throw costs £50,000. Sounds risky, doesn’t it? This scenario perfectly illustrates what happens when businesses attempt to expand internationally without a deep understanding of their target markets and customers.
Whether you’re designing a product, launching a marketing campaign, or setting prices, operating without cultural insights is like throwing those expensive darts in the dark. Every decision becomes a high-stakes gamble with a significant chance of missing the mark entirely.
Instead, research your local audiences to truly understand their needs and desires.
With that knowledge, every decision becomes intentional, targeted and much more likely to hit the bullseye – success. This holds true for all aspects of your business, be it marketing campaigns, product development, content creation, operations, business propositions, pricing and monetisation models, brand identity, pricing strategies, payment structures or partnerships.
Knowing your audience is not just wise, it is essential for achieving your goals and growing your international markets.
Let me paint a picture for you:
Imagine throwing darts in a pitch-black room, aiming for a target you can't see. Each throw costs £50,000. Sounds risky, doesn't it?
This scenario perfectly illustrates what happens when businesses attempt to expand internationally without a deep understanding of their target markets and customers.
When entering a new market, what are the first steps you take to gather relevant cultural data?
Before diving into data collection, it’s crucial to take a step back and examine the rationale behind choosing a specific market for expansion. Too often, companies make decisions based on superficial factors – like selecting an English-speaking country for ease of communication, or assuming that translating content into Spanish will seamlessly cover all Spanish-speaking markets. This approach can be risky and overlook critical cultural nuances.
Instead, I’ve developed a framework that I use with my clients to ensure a more strategic approach. This framework focuses on two key elements: Potential/Opportunities and Effort required for market entry. By analyzing these factors, we can prioritise markets more effectively while ensuring alignment with the company’s overall business strategy, available resources and long-term goals.
I run half-day or full-day workshops with key stakeholders to apply this framework. During the workshop, we also identified what specific cultural data and insights are required. More importantly, we discuss why this information is crucial for making informed decisions in the new market. Only after completing steps 1 and 2 do we delve into how to gather the prioritized data and insights.
In short, ask which (market we should enter, and why), what (insights and data are relevant and required) and why (are these specific insights important for the decision-making process) before asking how (to gather them).
Remember, the goal isn’t just to gather data, but to gather the right data that will drive informed decision-making and successful market entry. This strategic approach helps avoid wasted resources and increases the likelihood of a successful international expansion.
What are some common pitfalls companies face when entering a new market, and how can they avoid them?
One of the most prevalent misconceptions in international business expansion is the belief that successful localization is simply a matter of translating content into local languages and adopting local currencies. This oversimplification is a major pitfall that can lead to significant challenges down the line. That’s why I tend to avoid using the term localization in all instances.
One of the most prevalent misconceptions in international business expansion is the belief that successful localization is simply a matter of translating content into local languages and adopting local currencies.
I want to make sure we discover what makes a product, service and business relevant and successful in a new market. Hence my introduction to the term ‘culturalisation‘ (a term that is not yet widely established – it does not appear in any English dictionaries) as it’s a helpful concept.
At its core, culturalisation is about infusing cultural elements into something. In the case of serving and creating a product or service that is relevant to a local market, the ‘something’ is your business strategy, which could touch upon branding, packaging, product or service design, marketing and so on.
Understanding the concept of culturalisation is an important first step so everyone in the business is aligned and knows what to expect to launch and grow in a new market. Internal alignment is important so all teams can work together towards a common goal. Insights and data could be shared to have a more aligned strategy for the market.
Entering a new market can feel overwhelming, but it doesn’t have to be. In my book Research for Global Growth, I introduce the ‘Three Levels of Culturalisation’ model, which provides a structured approach to understanding and implementing culturalisation strategies.
Also, if budget constraints are a concern, start with small, focused efforts. Every piece of data and insight you gather contributes to providing your local customers with a better experience. These small steps can lead to significant improvements over time.
Never assume that what works in one market will automatically work in another, even if they share similarities like language.
Culturalisation is an ongoing process. Be prepared to continuously learn and adapt as you gain more insights into your new market.
How do you manage language barriers when conducting research in multiple countries?
Translators and interpreters! Translators for when you need your materials to be translated into local languages (e.g. recruitment screener, discussion guide, prototype, test artefacts). Simultaneous interpreters for when you have a local moderator conducting the interviews in local languages.
You and the observers could then listen to the session in English instantaneously. Consecutive interpreters for when you moderate in English and the interpreter would then translate your questions into the local language and translate the participants’ responses from the local language to English.
Managing language barriers is crucial in cross-cultural research, and it’s an area where I’ve developed significant expertise over the years. The key to overcoming these barriers lies in working effectively with translators and interpreters. They are not just language converters; they are vital bridges connecting you to your participants and their stories.
In my book Research for Global Growth, you can find tips on how you can best work with translators and interpreters to get the best output out of them. For instance, I talked about how to provide translators with a clear briefing specifying the country or territory they are translating for, rather than just informing them of the languages needed for translation.
Why? If you simply request a translation into Mandarin or Chinese, translators are likely to use Simplified Mandarin. However, this could become an issue if your participants are from regions like Hong Kong or Taiwan, where traditional Chinese characters are used.
Other examples include how to hire the right interpreters, how to prepare interpreters thoroughly, how to set clear expectations for interpreters, how to collaborate for smooth interpretations, how to debrief interpreters and when to take action on interpreters’ performance.
Remember, in cross-cultural research, the quality of your insights is directly tied to the quality of your communication. Translators and interpreters are not just language converters; they are vital bridges connecting you to your participants and their stories. Don’t overlook all the tiny details that could affect the quality of your insights.
Women in UX
What do you think is the best part of being a woman in the UX/tech industry?
As a professional in the UX/tech industry, I prefer to focus on the unique value and perspective I bring to the field rather than categorising my experience based on gender (a woman) or ethnicity (an Asian). That said, I believe diversity in all its forms – including gender diversity – enriches our industry immensely.
I believe success in this industry comes from delivering exceptional work, continuously improving our skills and contributing valuable insights to our field. My goal is to be recognised for my expertise, the quality of my work and my ability to drive positive change in UX globally. These are aspects that any professional, regardless of gender, can aspire to and achieve in the UX/tech industry.
What is your message to other people in the UX industry?
My message to fellow professionals in the UX industry is to find your niche and cultivate deep expertise within it.
The UX field is vast and multifaceted, encompassing numerous specializations and intersecting with various other disciplines. In such a dynamic and popular industry, developing a unique area of expertise can be incredibly beneficial for your career growth and impact.
If you’re interested to read more of inspiring interviews with women from the UX industry, check out our other Women in UX talks!
