MARKETING INFORMATION SYSTEM FOR FRUITS AND VEGETABLES IN JORDAN

Market liberalization created a situation where there are no guaranteed grain prices, no central information source and the need for marketing information increased. Unfortunately, most farmers have little or no access to marketing information. This study evaluates farmers’ perceptions of importance of marketing information; identifies farmers’ sources of grain marketing information; determine farmers’ confidence in and use of marketing information; and assesses determinants farmers’ willingness (WTP) to pay for marketing information. Data used in this study were generated using a structured questionnaire in a survey that covered a random sample of 120 households in traditionally grain surplus-and deficit zones of Kenya. The data were analyzed by descriptive statistics and logit model. Results show that 68% and 55% of the households in grain surplus and deficit zones, respectively, recognized that marketing information was very important. Farmers received marketing information from multiple sources, mainly from traders and other farmers. Most of the farmers who received the information were not utilizing the information due to perceived unreliability of the information and poor access to complementary infrastructure. Education level of the household was the most significant factor that positively affected farmers’ WTP for marketing information. In view of farmers’ perception that information provided by the private sources is unreliable, the public sector ought to provide marketing information as a public service. Smallholder farmers should be catalyzed to form strong associations so as to enjoy economies of scale in accessing marketing information and markets.

This paper discusses potential relationships between contextual factors and Marketing Information Systems (MkIS) design. MkIS design is defined in terms of the perceived usefulness of several information characteristics, which may be associated with a marketing information system. The paper suggests that MkIS design research should consider a range of contextual variables drawn from the organisational behaviour, behavioural decision-making and personality/cognitive psychology literatures. 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 present a framework for exploring the design of a MkIS.

The study assesses the efficiency of the plantain marketing system in Ghana using monthly wholesale prices in GHS/10 kg covering the period 2004 to 2009. The integration among the plantain markets was tested with the Johansen multivariate co-integration analysis and error correction model. The markets chosen for the study are Accra market as a central consumption market; Kumasi market, Sunyani market and Koforidua market as assembling markets; Goaso market, Begoro market and Obogo market as producing markets. These markets were chosen based on the volume of production and trade in the areas. The findings of the market integration analysis indicate that arbitrage in the plantain marketing system is working since there are both long and short run relationship between Accra market (central consumption market) and the three assembling and three producing markets. However, the speed with which prices are transmitted between Accra market (consumption market) and the other markets (plantain production and assembling markets) is relatively weak at 27.7%, compared to perfect adjustment of 100% threshold. This implies that there is the need for further integration especially in the short run. Improvement in market information systems and expansion especially into producing areas, as well as accurate, timely, and availability of information on plantain prices may be useful in the efficient distribution of plantain from surplus to deficit markets.

Many companies resist global markets because of seemingly insurmountable problems with these markets. Salespeople are often used successfully to gather market information. There is a wealth of market data that can be collected by a company's international sales force and distributors' sales force which can prove to be valuable in surmounting cultural and marketing barriers associated with global markets. The current paper discusses how and with what success U.S. multinational companies are using their international sales forces in gathering international marketing research data.

Objective To discuss the application of electronic nursing information system in the information management of operation room. Methods According to the main frame and function of electronic nursing information system in operation room, the composition of software, the method of application and the statistical method of the results were stated. We analyzed the advantage of the electronic nursing information system in the information management of operation room. Results The use of electronic nursing system greatly improved the quality of nursing in operation room, and improved the working efficiency of nursing staff. In addition, the application of electronic nursing information system strengthened the sense of responsibility of nursing staff in operation room, and improved their legal awareness and self-protection awareness. It also reduced the incidence of medical accidents and disputes from a certain extent. Conclusions Electronic nursing information system can realize the information management of operation room. It has application value in improving the quality of nursing and work efficiency of nurses in operation room, and reducing the incidence of medical malpractice disputes. Key words: Operation room; Electronic information system; Information management

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.

report presents the operation and results of a vegetable market information and consultation system (MICS), set up between 2002 and 2005 in Hanoi, to address marketing problems faced by vegetable farmers. A MICS is a market information system (MIS) combined with debates organised among farmers, traders, and development agents to reach common visions and strategies on marketing. Information collected in the first years relating to indicators of origin and supply deficits was disseminated to farmers and extension agents through newsletters and consultation meetings. The process then focused on making daily prices available, as requested by the farmers. The system was based on a network of contact traders and dissemination was by television. The workshops made it possible to reach a consensus for market opportunities arising from periods of supply deficit for some vegetables and how to take advantage of this situation, especially for tomatoes and cabbage imported from China during the rainy season, which presented some quality differences compared to the local products. With regards to price information, the majority of farmers and traders, surveyed by a quick-impact appraisal, stated they had access through television on a regular basis and that they used price information mostly to bargain with traders. Back up for a permanent ''safe'' vegetable producer and trader association was one of the outputs of the MICS. Our experience shows that price dissemination was easier to sustain (with the involvement of the public sector) than the consultation workshops, generally due to low local capacity in terms of meeting facilitation and the present weakness of extension services and sector organisations.

Information system designers embed values into the systems they design, even if unwittingly. However, the values embedded in many information systems clash with values held by many sustainability communities. This research focuses on two grassroots sustainable agriculture communities, which are seeking to develop a food infrastructure that is under their own control, and thereby more resilient to disruptions across the globe. This paper presents a five-year ethnographic study of these two communities, maps out the values of members of these communities, and explores the implications of their values on the information systems that members use and that could be developed to support them in the future. By doing so, we hope to influence the design of future information systems to align more closely with the values of these stakeholders, and through these stakeholders to move toward a food system that supports food security and global sustainability.

Evaluation of the impact of investments in agricultural market information systems (MIS) on market performance faces several methodological challenges. These include: (a) defining the dimensions of market performance to measure (which is a function of whom the MIS is designed to serve) and identifying reliable indicators of performance dimensions; (b) identifying the pathways through which improved market information affects these dimensions of performance; (c) establishing a reliable baseline against which to measure improved performance; (d) distinguishing between investments in MIS and general improvements in information availability; (e) assessing the contribution of complementary investments and policy changes that frequently accompany the creation of MIS; (f) establishing a credible counterfactual concerning the market situation that would have prevailed in the absence of the MIS; and (g) interpreting the validity of stakeholders’ statements and governments’ revealed preferences, regarding the utility of MIS. Many of these challenges arise because improved market information can affect the welfare of market actors through improved market polices and increased competition, even if these actors do not have direct access to that information. This article discusses these challenges and identifies approaches that may be useful in developing a ‘‘convergence of evidence’’, concerning whether investment in a given MIS is socially worthwhile.

In this paper, an attempt has been made to illustrate the role of marketing information system (MkIS) for organizational culture and its effectiveness. This study investigates the success factors of MkIS model. The study uses a survey analysis for 140 SMEs (Small and medium enterprise) of manufacturing sector of Punjab in India to understand the level of MkIS by firms. However, the development of MkIS depends largely on the organizational, technical, managerial and technical cultures/environments of a company. These cultures are to be nurtured and made developed in order to improve and install a sustainable MkIS for accomplishing the corporate objectives in the highly competitive world economy in the long run. The study uses Step-wise Regression technique to find the important variables of the MkIS model for enhancing the effectiveness of an organizational culture. These are MkIS sophistication, design characteristics of MkIS, capabilities of MkIS, primary characteristics of MkIS and hindrance factors of MkIS. The results depict that coefficient of determination is 0.508 and adjusted coefficient of determination is 0 .490. These predictors explain 49% of the variation. Key words: Marketing information system (MkIS), organizational culture and small and medium enterprises.

Much literature has been devoted to singing the praises of present and potential computer utilization in marketing. Highly touted are “total information systems,” “on-line, real-time systems,” and “simulation-based systems.” One would be led to believe that each company has devoted or should be devoting its moneys and energies to the design and implementation of such sophisticated computer-based marketing information systems. Yet recent evidence has indicated a lack of enthusiasm-indeed, in some cases antagonism exists toward information systems in marketing. One reason for this disillusionment has been low usage of existing marketing information systems by marketing management. System utilization holds the key to a favorable return on investment in marketing information systems. This article explores many of the causes of infrequent to non-existent system usage and offers a plea and a plan for active elimination of this problem.

Business cannot exist without customers. Companies require generating customer insights to know the requirements of customers. Collection of relevant marketing information and marketing intelligence forms the basis of knowing customers. The paper discusses about the various aspects of collecting marketing information and marketing intelligence for generating customer insights. It focuses on the application of marketing information systems in capturing information about customers. It discusses the ways in which marketing information, marketing intelligence, and marketing information systems work together to generate relevant customer insights. The paper focuses on the analysis of competitive intelligence to understand customers better. Finally, the paper emphasises that ethical practices need to be followed in analysing marketing intelligence. Proper utilisation of marketing information, marketing intelligence, and marketing information systems provides a direction for companies to generate better customer insights.

Increasingly, business leaders are viewing market information not only as an input for making better decisions but also as an important strategic asset. Marketing Information may prove to a business's chief competitive advantage in many business sectors. Competitors can copy each other's products, processes, procedures, and technologies, but they cannot duplicate the marketing information and intellectual capital. Marketing Information System primarily serves the company's marketing and top level managers, but it may also provide information to external partners, such as suppliers, partners, distributors, or marketing services agencies. A good Marketing Information System balances the information users would like to have against what they really need and what is feasible to offer and the cost of obtaining. This chapter explains how a Marketing Information system can be developed in a business? What are the subsystems of a Marketing Information system and their functions?

The Forum for Agricultural Research in Africa (FARA) commissioned a pilot study to understand the role of markets and marketing systems in African agriculture and to test the Integrated Agricultural Research for Development (IAR4D) and its innovation platforms (IPs) as a new strategy for wealth creation. This was in response to the fact that Sub-Saharan Africa’s small-scale farmers seem to have been trapped in cycles of poverty, and that the regional economy has stagnated. Using a market baseline survey in Uganda, Rwanda and the Democratic Republic of Congo (DRC), the Sub-Saharan Africa Challenge Programme (SSACP) found that disorganised markets and marketing were major factors in perpetuating poverty cycles and subsistence agriculture. These markets are characterised, among others, by too many players within a value chain, a lack of collective marketing and collective purchasing, poor transport infrastructure, a lack of value addition, poor market information, poor access to market information or a total lack of market information, and unfavourable trade policies and/or a lack of any. Although smallholder farmers are the highest investors in terms of land, tools, time, labour, inputs and transport along the value chains, they benefit least when it comes to earnings. Hence it is not economical to produce surpluses in the absence of assured markets, good market policies and reliable marketing strategies. The results show that gender is an important component in the value chains, depending on the historical realities. In the DRC, for example, a country that has been in crisis for long, women have ventured into long- and short-distance trade. In Uganda, a country that has been at peace for at least 20 years, men trade more and further away from home. In Rwanda, where there has been 15 years of peace, men and women seemed to share the trading space in the country equally. It was also observed that the IAR4D approach may be the most relevant and appropriate one for addressing poverty in SSA through its integration of markets as core ingredients in agriculture, and the formation of innovation platforms (IPs) with stakeholders interested in the plight of farmers in their localities.

Businesses revolve around customers. Companies require knowing and understanding their customers well. To achieve this, companies require knowing customer requirements and having customer insights. Customer insights cannot be generated unless companies have processes in place to collect marketing information and marketing intelligence. The focus is to do a detailed discussion about the various aspects involved in collection of marketing information and marketing intelligence for generating customer insights. Companies require having an efficient marketing information system in place. Marketing information systems help in capturing and storing information about customers. The paper also focuses on competitive intelligence to have a better understanding of customers. Companies require following ethical practices in collecting and analysing marketing intelligence. The paper focuses on this important aspect of business. Proper coordination and utilisation of marketing information, marketing intelligence, and marketing information systems will help companies to generate better customer insights and develop customer relationships.