c.MKIS and MR 3

                      
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 Marketing Information Systems

https://members.cj.com/member/publisher/creative/11249463.gif•Marketing Research

•What is Marketing Research?

•Process

•Terminology

•Techniques

•What is MKIS

•MKIS - Marketing Information Systems

Components of an electronic MKIS




          Marketing Research

‘the systematic gathering, recording and analysing of data about problems relating to the marketing of goods and services’

American Marketing Association

The Marketing Research Process

Set objectives

Define research Problem

Assess the value of the research

Construct a research proposal

Specify data collection method

Specify techniques of measurement

Select the sample

Data collection

Analysis of results

Present in a final report

Terminology of Marketing Research

•Primary data - collected firsthand

•Secondary data - already exists, desk research

•Quantitative research - statistical basis

•Qualitative research - subjective and personal

•sampling - studying part of a ‘population’ to learn about the whole

Marketing Research Techniques

•Interviews

•face-to-face

•telephone

•postal questionnaire

•Attitude measurement

•cognitive component (know/believe about an act/object)

•affective component (feel about an act/object)

conative component (behave towards an object or 

• Liker scale

•strongly agree

•agree

•neither agree nor disagree

•disagree

•strongly disagree

•Semantic differential scales - differences between words e.g.  practical v impractical

•Projective techniques

•sentence completion

•psychodrama (yourself as a product)

•friendly martian (what someone else might do)

•Group discussion and focus group

•Postal research questionnaires

•Diary panels - sources of continuous data

•In-home scanning - hand-held light pen to scan barcodes

•Telephone research

•Observation

•home audit

•direct observation

•In-store testing

What is MKIS?

American Marketing Association

                                                                            MKIS (MIS) is a set of procedures and methods for the regular, planned collectionanalysis and presentation of information for use in marketing decisions’

The components of a computerised 

MKIS

•Data bank - raw data e.g historical sales data,

 secondary data•Statistical bank -  programmes to carry-out sales forecasts, spending projections

•A model bank - stores marketing models e.g 

Ansoff’s matrix, Boston Matrix

•Display unit - VDU and keyboard

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Planning-2

Why is marketing planning necessary?

•Systematic futuristic thinking  by management

•better co-ordination of company efforts

•development of better performance standards for control

•sharpening of objectives and policies

•better prepare for sudden new developments

•managers have a vivid sense of participation

         Criticisms of marketing planning

•Formal plans can be quickly overtaken by events

•Elements of the plan my be kept secret for no reason

•gulf between senior managers and implementing managers

•the plan needs a sub-scheme of actions

Objectives of the marketing plan

•Acts as a roadmap

•assist in management control and monitoring the implementation of strategy

•informs new participants in the plan of their role and function

•to obtain resources for implementation

•to stimulate thinking and make better use of resources

•Assignment of responsibilities, tasks and timing

•Awareness of problems, opportunities and threats

•Essential marketing information may have been missing

if implementation is not carefully controlled by managers, the plans

is worthless

   The contents and structure of the marketing plan

•The executive summary

•table of contents

• situation analysis and target market

•marketing objectives

•marketing strategies

•marketing tactics

•schedules and budgets

•financial data and control

           Behavioral planning problems

•Planning recalcitrance: resistance and non-co-operation by

managers in planning

•fear of uncertainty in planning: a lack of comfort in planning

activities

•political interests in planning activities:resource bargaining,

padding of requirements, and avoidance of consensus

planning avoidance: compliance rather than 

         Standard Planning Framework

•Analysis - where are we now?

•Objectives - where do we want to be?

•Strategies - which way is best?

•Tactics - how do we ensure arrival?

•Control - are we on the right track?




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Planning

                         Definitions of marketing

‘Marketing is the management process that identifies, anticipates and satisfies customer requirements profitably’

‘The right product, in the right place, at the right time, and at the right price’ 

Ad cock et al

‘Marketing is a social and managerial process by which individuals and groups obtain what they want and need through creating, offering and exchanging products of value with others’

Implications of marketing

•Who are our existing / potential customers?

                    •What are their current / future needs?

                    •How can we satisfy these needs?

    •Can we offer a product/ service that the customer    would value?

    •Can we communicate with our customers?

    •Can we deliver a competitive product of service?

                    •Why should customers buy from us?

                    The marketing concept

•choosing and targeting appropriate customers

•positioning your offering

•interacting with those customers

•controlling the marketing effort

•continuity of performance

                   Successful marketing requires

•Profitable

•Offensive (rather than defensive)

•Integrated

•Strategic (is future orientated)

Effective (gets results)   

               Marketing management process

•Analysis/Audit - where are we now?

•Objectives  - where do we want to be?

•Strategies - which way is best?

•Tactics - how do we get there?

•(Implementation - Getting there!)

•Control - Ensuring arrival

             Why is marketing planning necessary?

•Systematic futuristic thinking by management

•better co-ordination of a company’s efforts

•development of performance standards for control

•sharpening of objectives and policies

•better prepare for sudden developments