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Outlines two distinct views of database marketing – as a total marketing strategy and as a tactical tool. Argues that a database marketing strategy can be realized only in companies with a genuine customer focus. As a result the tactical choice is more appropriate to most companies. Suggests that the problems of database saturation, where further cross‐selling using a database is not cost‐effective, can be overcome through widening the company′s credibility as a supplier as well as by increasing the size of the database. A database marketing strategy uses the tools of image and brand building to establish this credibility.

From the authors′ research in database marketing (DBM) it seems that a number of factors contributing to successful DBM can be identified. This research, allied with a review of work in DBM, leads to the conclusion that four main factors can be identified in successful database marketing. The study consisted of 25 in‐depth interviews with key users and suppliers and provides some empirical support for the views put forward.

This paper discusses two surveys conducted in 1986 and 1988 which examined attitudes of producers of Australian research‐based databases towards marketing, and the practices they employed to promote their database products. Attitudes and practice were found to be poor in 1986 with few database projects commanding budgets adequate for even the most basic of promotional activities. By 1988, improvement in attitudes towards marketing was evident, particularly from management. Satisfaction with assistance in marketing from vendors was significantly improved. However, on overall marketing performance, there is still much room for improvement and expansion in marketing to non‐library audiences and to non‐user groups. These two surveys provide benchmarks against which database marketing activity and attitudes can be measured in succeeding years.

As consumer marketers have become increasingly disenchanted with traditional “shotgun” mass‐media approaches to reaching customers, database marketing has emerged as the answer to marketers’ woes. Despite its widespread use by direct marketers, database marketing is relatively new to consumer marketers and, as such, leaves some consumer marketers confused as to why it works and how to implement a database program. Presents a managerially relevant introduction to database marketing. Defines database marketing, outlines its advantages and disadvantages and describes application examples. Provides managers with a practical approach to developing a database marketing program. Reviews some trends in database marketing to prepare the consumer marketer for changes in the database marketing program.

Observes that, despite the prevalent use of customer databases, very little academic research has examined the practice. Discusses the plethora of research opportunities in database marketing. First, defines database marketing, and second, promotes organizational learning theory as a useful tool by which database marketing research can advance. Finally reviews prior research, and presents research questions related to the design, maintenance and applications of customer databases.

Firms have only just begun to use the Internet to obtain customer information in their database marketing processes to enhance customer relationship management. This research uses an action research approach to develop a new framework about how they can do this. The action research project was carried out in a large Australian database company because no other sources of empirical information about the topic were available and it could provide rich findings about an under‐researched, practical area. Results showed that integration of the Internet and database marketing enhances the effectiveness of customer relationship management practices. For example, the Internet offers benefits such as increased consumer data collection accuracy and speed, cost savings, greater interaction and better relationships with customers. This research also identifies that organizational culture, top management support and collaboration between marketing and IT teams need to be in place to provide a supportive environment that is critical for the success of the integration.

Database marketing is scarcely comprehended by marketing professional practitioners as yet but its potential is becoming clear. It not only revolutionises the productivity of direct marketing but transforms the effectiveness of salesforce prospecting, marketing research and channel management. The evolution of database marketing at MCB University Press is described and analysed over the past 15 years. The intrapreneurial and behavioural dimensions of development and implementation are traced and guidance provided for those who accept that good computer systems grow from within rather than arrive from without the enterprise.

Enhance your database marketing by incorporating insight into why customers behave as they do and how you can influence that behavior.

Discusses niche and relationship marketing strategies as responses to fragmentation of the mass market. Considers the different perspectives of these approaches and how the two may be integrated into an overall marketing strategy. Concludes that marketers need to move from a top‐down approach of segmentation to a bottom‐up approach of aggregating individual needs, and an integrative relationship marketing system using a customer database is a way of doing so.

Direct marketing has developed rapidly over the last 15 years owing to technological change and developments in markets and marketing. In 1086 William the Conqueror created the Domesday Book as a record of what each individual owned. The concept developed by George Orwell in his 1984 novel was one of more sinister surveillance by “Big Brother”. Although marketing might not be seen in either light, it is certainly being manifested in at least a parallel manner. Personalised data are increasingly being integrated via data‐fusion to form the next phase of database provision ‐ biographic information. This paper provides a perspective on these developments and raises a variety of marketing and social responsibility issues that are likely to become salient as we move into a new millennium.