The iPod phenomenon: identifying a market leader's secrets through qualitative marketing research

Alexander E. Reppel (Birmingham Business School, The University of Birmingham, Edgbaston, UK)
Isabelle Szmigin (Birmingham Business School, The University of Birmingham, Edgbaston, UK)
Thorsten Gruber (Birmingham Business School, The University of Birmingham, Edgbaston, UK)

Journal of Product & Brand Management

ISSN: 1061-0421

Publication date: 1 June 2006

Abstract

Purpose

The aim of this paper is to explore the potential for learning from customers of a market leader through qualitative marketing research.

Design/methodology/approach

The paper presents findings from a study that applies a combination of quantitative and qualitative research methods. An online variation of an existing qualitative research method is proposed.

Findings

The results suggest that the proposed method can be transferred successfully to an online environment and combines the effectiveness of qualitative research with the efficiency of quantitative research.

Research limitations/implications

A general problem with online research is that it excludes all individuals who are not online. Moreover, the results are limited by the nature of the sample, which only includes German‐speaking respondents. Finally, further research should investigate the differences in depth between responses of online‐ and offline‐conducted interviews.

Practical implications

Offers a relatively inexpensive yet effective solution for product and brand managers to uncover the reasons that drive customers to a market‐leading competitor.

Originality/value

Compared with many other approaches available to product and brand managers, this paper proposes a more realistic and practical method of understanding a market leader through the eyes of its customers.

Keywords

Citation

Reppel, A., Szmigin, I. and Gruber, T. (2006), "The iPod phenomenon: identifying a market leader's secrets through qualitative marketing research", Journal of Product & Brand Management, Vol. 15 No. 4, pp. 239-249. https://doi.org/10.1108/10610420610679601

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Publisher

:

Emerald Group Publishing Limited

Copyright © 2006, Emerald Group Publishing Limited

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