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In marketing literature the popular and commonly used concept of marketing information systems (MkIS) seems to be based on an assumption that, in order to improve the effectiveness of marketing, the MkIS must be the integrated totality of its major components. Separates the concept of functional integration of marketing activities from the technical integration of the components of marketing information systems, and argues that technical integration alone is not enough for marketing organizations to improve effectiveness. Based on analysis of the relationship between the breadth of usage, and perceived effectiveness of marketing, it was evident that both technical and functional integration are vital in the context of marketing information systems. From the effectiveness point of view, functional integration of MkIS seems to be even more important, and systems designers should be better aware of ways to integrate the marketing work processes in new, innovative ways.

Evaluates which information included in Marketing Information Systems (MkIS) has been important in providing support for the marketing management process. Also analyses what improvements in marketing and sales have been realized by implementing MkIS to support the marketing management process. Furthermore, investigates, in more detail, what operational MkIS sub‐systems have contributed to improved effectiveness for implementing and controlling marketing efforts. The results of a survey of 50 Finnish wholesale companies showed that MkIS have supported marketing management in all complementary steps of the marketing management process. Information that is perceived to be useful for the different steps of this process, however, varies. The perceived improvements of studied MkIS usage were higher in marketing than sales tasks. These findings indicated that instead of one MkIS, organizations would be better advised to develop MkIS sub‐systems to support the different steps in the marketing management process and also sub‐systems to support sales activities directly, although still allowing technical and functional integration when needed. According to marketing managers surveyed, those who invested in more sophisticated MkIS sub‐systems such as direct mailing and telemarketing systems, have achieved good results in implementing and controlling their marketing efforts. Later discusses the opportunities for these types of operational MkIS sub‐systems.

Analyses traditional management marketing information systems (MkIS) as well as the more operational day‐to‐day sales and marketing process‐oriented MkIS, by the type of use and organizational position of users. Presents a framework relating MkIS to other organizational IS, based on marketing management processes which facilitate the search for new applications and opportunities for redesigning marketing and other management processes in a more innovative way using modern information technology. Describes in more depth the functionality and information content of MkIS sub‐systems and marketing– and management‐related organizational IS in order to make the framework useful and applicable for practitioners.