Discusses how marketing principles and techniques can be of considerable value both in the design and operation of library and information services. Stresses, however…
Discusses how marketing principles and techniques can be of considerable value both in the design and operation of library and information services. Stresses, however, that information services have different characteristics which, at the same time, warn against injudicious use of marketing techniques. Examines the benefits that would accrue to libraries adopting a more user‐oriented policy – advocating further exploration into the context of information need. Contends that, in contrast to much standard marketing theory, in this field user expectations have considerable influence on the end product.
The incidence of US corporate marketing research departments peaked in the early 1970s; marketing research is increasingly involved in marketing planning and the two functions are sometimes merged, while the establishment of computerised marketing information systems is increasing. Questionnaire survey results of Fortune 500 companies are compared for 1965, 1975 and 1985, and the implications for the organisation of the marketing research function findings discussed.
This paper aims to suggest an empirically based typology of hotels according to their marketing information systems (MrkIS) configurations. The study seeks to examine…
This paper aims to suggest an empirically based typology of hotels according to their marketing information systems (MrkIS) configurations. The study seeks to examine major antecedents of the effectiveness of MrkIS and their influence on the adoption of specific marketing applications. Finally, this paper seeks to expand the general understanding of the relationship between the effectiveness of a hotel's MrkIS and that hotel's overall effectiveness, compared with that of others from the suggested typology.
The paper collected empirical data from a sample of 254 luxury and five‐star Greek hotels. They conducted a cluster analysis in order to define various clusters of hotels based on their use of specific marketing applications. They considered the role of basic antecedents – namely the hotel's degree of market orientation adoption, system quality, the quality of the information that the MrkIS produce, and support service quality – examining their influence on the MrkIS configuration in use. In addition, the paper considers the relationship between MrkIS effectiveness and overall hotel effectiveness as evidenced throughout the different clusters.
The study offers insights that can help hoteliers to analyse realistically the potential benefits of MrkIS for their businesses. Toward this end, the paper identifies three specific types of hotels: the “transactional‐oriented”, the “sales‐oriented”, and the “market‐oriented”.
The results of the study may not be broadly applicable due to differences in national context, hotel category, and other characteristics – a fact that suggests future research opportunities.
Based on the current results, a hotel might better evaluate its existing MrkIS and be prepared to maximise the opportunities offered by the full utilisation of these systems.
The scarcity of empirical evidence with regard to MrkIS utilisation in the lodging industry makes this kind of study essential. The results of the paper expand the general knowledge about hotels' MrkIS adoption, its antecedents, its effectiveness and hotels' overall effectiveness. The results provide an integrated picture of the utilisation of these systems.
Reports on an investigation of computer‐based support for developing marketing strategy. First, on the basis of a literature study, the nature of marketing strategy…
Reports on an investigation of computer‐based support for developing marketing strategy. First, on the basis of a literature study, the nature of marketing strategy development is clarified. The needs for computer‐based support are identified. The status and underlying problems of existing computer‐based information systems for developing marketing strategy are then examined. Finally, a mail questionnaire survey on computer‐based support for developing marketing strategy is discussed. The major issues addressed in the survey were: managers’ needs for computer‐based support in developing marketing strategy; the current provision of computer‐based information systems; and the gaps between the identified needs and current provision. It is believed that this was the first study to use a large‐scale questionnaire survey to explore these issues. The findings provide important evidence and implications for both researchers and designers of computer‐based support for marketing strategy development.
Evaluates which information included in Marketing InformationSystems (MkIS) has been important in providing support for the marketingmanagement process. Also analyses what…
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.
At the very core of Marketing Information Systems (MkIS) design is the identification of the marketing information needs of decision‐makers. Information needs can be…
At the very core of Marketing Information Systems (MkIS) design is the identification of the marketing information needs of decision‐makers. Information needs can be defined as the user specifications of information characteristics involved in information seeking, and refer to those qualities of information perceived by managers to be “useful” to facilitate their decision making. Drawing on empirical results from three sets of literature and from studies of information systems design (particularly management and accounting information systems design), the authors review a framework for exploring the design of an MkIS. A qualitative study examining the information needs of senior marketing executives is also reported and discussed. The results, based on interviews with 20 senior marketing executives, indicate that marketing information needs can be defined using six information characteristics.
Develops a model of a sales analysis system, aiming to enable marketing mangers to assess information which could be available and of use to them. Reviews the relative importance of past sales information with regard to marketing decision making. Attempts to put sales data and the cost and effectiveness of disaggregation into perspective.
Knowledge about the external environment is essential for anorganization to remain competitive in the marketplace. To this end, amarketing information system (MKIS) can be…
Knowledge about the external environment is essential for an organization to remain competitive in the marketplace. To this end, a marketing information system (MKIS) can be used as a powerful tool for translating raw data into useful information to assist managers in making strategic and operational decisions. However, even with the vast technological advances of the past decade, research has found that current information systems, in many instances, still exist in rudimentary stages of development, exhibiting disappointing degrees of success. Focusses on examining reasons for this state of affairs and then proceeds to present the knowledge, in a managerially relevant and understandable format, needed to develop and implement an MKIS effectively. Presents applications of effective MKISs along with managerial implications.
One lesson of the 1970s was that the power and influence of retailers and distributors is a highly significant factor in many practical marketing situations. Currently…
One lesson of the 1970s was that the power and influence of retailers and distributors is a highly significant factor in many practical marketing situations. Currently, however, the nature of retailer power is in the process of changing as a result of new information technology, which has the effect of increasing dramatically the existing structural advantages of retailers in access to marketing information. This article considers the sources of informational power for retailers, predicts the nature of retailer information strategies and develops a model of the marketing information system which transcends the organisational boundaries of a single firm — the channel marketing information system. The objective of this discussion is to attempt to clarify the possible responses to retailer information advantage, both tactically in the short term, but also rather more importantly at a strategic level in the longer term.
This special “Anbar Abstracts” issue of the Marketing Intelligence & Planning is split into seven sections covering abstracts under the following headings: Marketing Strategy; Customer Service; Sales Management/Sundry; Promotion; Marketing Research/Customer Behaviour; Product Management; Logistics and Distribution.