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The main objective of this paper is to illustrate validity of Consumer Satisfaction (CS) and Loyalty research as an effective complement to conducting ethnographic research. More and more companies who enter foreign markets increasingly rely on ethnographic research. However, in conducting ethnographic research, field workers need to attach themselves to the local communities, and this type of research is highly elaborate and complex. This paper suggests that CS and Loyalty research is effective in understanding consumers' traits, and provides valid insight in a short period of time. In our study, we take up eat-out experiences at restaurants and coffee shop chains. Our findings on urban middle-class consumers in two Asian countries, India and Japan, indicate 1) "Expectancy-disconfirmation model" and "Loyalty ladder" do not apply to Indian consumers, while they apply well to the Japanese counterparts, 2) different attributes are important in terms of impact on CS between the two countries, and 3) an improved CS is more likely to lead to positive word of mouth than repeated usage of the service in India, and the reverse holds for Japan. The findings from this study indicate validity of the method and framework of research conducted.

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Deviations in projects:Cases of business consulting projects Naoki NAGASHIMA Fujitsu Research Institute Seiji SHINDO Cyber UniversityThis study examines business consulting projects, aiming at understanding complex professional B2B services. The key concept here is deviation, which does not necessarily mean failure of projects. Rather, they should be regarded as important events to be allowed for and coped with. The authors conducted a survey the purpose of which is to clarify 1) how consultants recognize deviations, 2) why deviations occur, 3) how consultants react to deviations, 4) what consulting firms can do to prepare for deviations.The survey revealed 1) consultants recognize deviation quite frequently regardless of age, sex, experience, or target industry, 2) consultants recognize deviation mainly when they have different views from the client on the priority of the ongoing issues, 3) experienced consultants are more flexible than the nonexperienced in that they tend to allow for some unclearness of the initial plan, admit the need to reconsider it, and question the effectiveness of informationsharing. In all, the study results indicate that business consulting projects can be better managed by accepting deviation than by elaborating on and sticking to the initial plan.