Literature indicates clearly that a clear allegiance is required by the start-up company after finding the rationale to internationalize, to dedicate or arrange enough resources in order to function in the new market, with or without the help of a partner or agent locally.
Burgel and Murray (2000) agree that high-tech service start-up Companies need to learn from its domestic market, commit enough resources to internationalizing decision, and handle the ‘liability of alienness’ problem by considering exploiting reputation of established companies.
To realize the potential of collaborative relationships for a company such as Realeyes, the company may need to commit sufficiently in its exploration of launching its services in Australia, both pre-sales and post-sales. It would need to look at strategic partnerships with an established company in Australia.
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Research Methodology
The aim of this research was to study the market for eye-tracking services in Australian. The results of this market research would be then used for segmentation, planning the entry-mode, pricing the services and also developing the marketing mix for Australia. The market research was divided into two sections: in-depth interviews (qualitative) and short questionnaire surveys (quantitative).
Interviews
The qualitative research was done using in-depth interviews. Social networking websites like ‘LinkedIn’ and ‘Twitter’ were used to identify a pool of experts comprising of prospective customers, partners, competitors and suppliers. Different set of questions were prepared for each of these groups. These questions were structured but mainly open ended. After that, personalized emails were sent out to each person requesting interviews. The email provided details about the NUBS MBA project for a UK based firm focusing on expansion of eye-tracking services in Australia. Out of the pool of around 65 people, 8 of them agreed for interviews. All the interviews were conducted over ‘Skype’ and each interview lasted for anywhere between 30-45 minutes. The profiles of the people interviewed are as follows:
Table 6 - List of Interviewees
The questions for clients were aimed at mainly identifying key marketing channels, marketing challenges, gauging their awareness and understanding about eye-tracking, attitudes towards this technology, their expectations from an eye-tracking study and their willingness to spend on this service.
The questions for competitors and partners hoped to identify the present and future key application areas for eye-tracking, their perception of the Australian market, nature of competition, available substitutes, barriers for eye-tracking, data collection processes, sample size and duration of eye-tracking projects.
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