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Marketing knowledge and expertise are a critical corporate resource for carrying out strategic decision making that supports marketing functions. Intelligent marketing information systems (IMkIS) can offer a way for marketing managers to share knowledge and expertise. Such sharing could help improve the economics and effectiveness of the marketing function. Traditional marketing information systems (MkIS) are limited in their managerial support capabilities. Unlike MkIS, an IMkIS incorporates, among other features, the use of a knowledge base of marketing strategies. Discusses the shortcomings of an MkIS and then offers a framework of IMkIS relationships illustrating information exchanges among various subgroups of the organization. Furthermore, offers a design of an IMkIS based on this framework. Demonstrates the creation of a knowledge base by capturing the strategic marketing moves of a corporation for the case of PepsiCo, by using published information sources. Of course, production versions of such systems will make use of in‐house corporate knowledge. Provides illustrative queries. Discusses implications for IMkIS for the present and future.

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.

The main purpose of this paper is to review the related literature and propose a new decision‐support‐system (DSS) framework for marketing in the business‐to‐business (B2B) arena based on customer‐relationship management (CRM) and knowledge‐driven marketing to help related‐field graduate students and marketing managers.

Reviews a range of the most important works published between 1966 and 2004 in order to demonstrate both practical and theoretical aspects. The main method of this research is analytical and conceptual and the approach to this subject was to investigate the gap between marketing DSSs and analytical CRM.

Provides information about a customized marketing DSS in a B2B context, indicates related literature and frameworks and, finally, tests the ideas with a case study.

Outcomes and applications are identified for developing new activities in improving marketing decision making and marketing planning based on customer orientation and customer satisfaction.

Despite such interdependencies, the research in the fields of DSSs and CRM solutions has not adequately considered the integration of such systems. The novel contribution of this paper lies in integrating marketing DSSs and CRM with regard to knowledge‐driven marketing in B2B marketing, in both theoretical and practical aspects.

The changes to be expected in the marketing field as information technology becomes a more widely accepted phenomenon are highlighted. Specifically, attention is focused on the observable, invisible and evolutionary effects such developments have on the marketing scenario. The analysis incorporates a set of recommendations.

The problem of multi‐branch and multi‐functional financial service organisations in obtaining timely and actionable information in a manner that can enhance co‐ordination among operational units and personnel is addressed. Tracking systems are proposed as a vehicle for improving organisational integration through both the process of managing the system and using the information. A tracking system can aid decision and functional levels to learn from each other and co‐ordinate service activities. An approach for developing and maintaining an effective tracking system is summarised, and its contribution to organisational integration discussed.

This is an instructive account of how Du Pont UK changed from being a product‐driven organisation to a customer‐driven one in order to maintain its competitive position; a move that was achieved by improving the company′s network of marketing intelligence. The article examines how Du Pont UK′s executives improved their knowledge of information in their particular environments, enabling them to compete more effectively in the future.

The purpose of the study is to examine the moderating effects of support service quality (SSQ) on marketing information services sophistication (MISS) and bank’s core competencies within banking sector.

To collect the data, the questionnaire approach and random sampling are chosen. The survey sample consisted of 180 banking branches information technology managers in Sudan’s banking industry.

The study evidenced that the effect of SSQ on the relationship between MISS and bank’s core competencies is a quasi-moderator and also indicate that the two components of MISS are positively and significantly associated with bank’s core competencies.

The study is conducted in Sudan banking industry and generalization could be limited. Future studies will replicate the study in different industries or countries.

For the managers’ practice, the findings showed that MISS can deliver superior performance and efficiency (such as proper work flow, employee satisfaction, reducing complaints or enquiries and competitive capabilities) if it reinforced or strengthened by SSQ.

Empirical results support the positive link between MISS, SSQ and top core competencies. The benefit of that contribution is performance excellence competencies at the market.

Discusses the transition between multinational and global business orientation and the implications for the industrial corporation′s marketing information systems. Presents a framework for analyzing a corporation′s pretransition status and designing strategies for the transition. Concludes that effective globally oriented marketing information systems represent various opportunities for creating or enhancing competitive advantage.

Data-driven marketing is replacing conventional marketing strategies. The modern marketing strategy is based on insights derived from customer behavior information gathered from their facial expressions and neuro-signals. This study explores the potential for face recognition and neuro-marketing in modern-day marketing.

The study conducts an in-depth examination of the extant literature on neuro-marketing and facial recognition marketing. The articles for review are downloaded from the Scopus database, and PRISMA (Preferred Reporting Items for Systematic Reviews and Meta-Analyses) is then used to screen and choose the relevant papers. The systematic literature review method is applied to conduct the study.

An extensive review of the literature reveals that the domains of neuro-marketing and face recognition marketing remain understudied. The authors’ review of selected papers delivers five neuro-marketing and facial recognition marketing themes that are essential to modern marketing concepts.

Neuro-marketing and facial recognition marketing are artificial intelligence (AI)-enabled marketing techniques that assist in gaining cognitive insights into human behavior. The findings would be of use to managers in designing marketing strategies to enhance their marketing approach and boost conversion rates.

The uniqueness of this study lies in that it provides an updated review on neuro-marketing and face recognition marketing.

Introduction The need for information in an organisation is not new. However, in today's ever changing and complex world of business, information has an increasingly important role to play in decision‐making. Not only has the nature of business operations changed during the last 20 years however; so too has the technology available to businessmen. The micro‐chip and computerisation have made information readily accessible, yet evidence suggests that companies are slow to adopt information systems, and when they do so the system is relatively unsophisticated.