Organizational processes for B2B services IMC data quality

Abstract

Purpose

The objective of this paper is to investigate IMC metrics in the lens of an institution-wide change management process, and to do so, the authors develop and test an organizational data quality enhancement model.

Design/methodology/approach

Qualitative research was conducted, with a follow-on quantitative pre-test. A subsequent, larger-scale quantitative survey resulted in a total of 128 responses, 124 useable. A regression analysis was conducted using the factor scores of the six organizational dimensions as independent variables and overall data quality as the dependent variable.

Findings

The findings show that overcoming poor IMC data quality requires a corporate culture that reduces cross-functional and departmental divides. The authors also support the idea that horizontally organized learning organizations not only have superior IMC data, but they also achieve higher rates of return on their cross-platform IMC efforts.

Research limitations/implications

The research has limitations in terms of substantive generalizability, since it focuses on one industry within the USA. Future research can expand to other industries and expand to a global setting in order to replicate these findings.

Practical implications

Most improvement seems to be needed in the area of sharing customer data. The findings provide a signal to marketing organizations that want to connect with their customers that data quality must be a strategic priority, with appropriate processes in place to manage data at every touch point.

Originality/value

Research is needed that establishes effective methods for measuring the success of data-driven communication efforts to support management.

Citation

Zahay, D., Peltier, J., S. Krishen, A. and E. Schultz, D. (2014), "Organizational processes for B2B services IMC data quality", Journal of Business & Industrial Marketing, Vol. 29 No. 1, pp. 63-74. https://doi.org/10.1108/JBIM-09-2011-0132