Role Of Marketing Research Research Articles

STRATEGI RISET PEMASARAN PRODUK UMKM KABUPATEN KUNINGAN JAWA BARAT

The role of marketing research in marketing plans and strategies is very important through idea generation. Market research can help in creating business ideas. Especially for those who are just starting their own business, this will provide an overview of the market they will be targeting and will be a consideration in taking future steps. Apart from that, the variety of ideas to choose from is not just one business idea, from conducting market research you will get a variety of ideas to choose from. Next, you can note down several variations of existing ideas according to your interests so that they can then become alternative choices. One of the obstacles often encountered in developing a business is difficulty developing a concept. With marketing research, you can obtain a variety of information and data that can be used as an option for creating a business plan. Another thing that is no less important is that through marketing research you will be presented with a variety of the latest trends. This is quite important considering that market conditions move quite quickly from time to time. By following existing trends, you will obtain a variety of information that can be taken into consideration when implementing the next marketing strategy. Marketing research can also play a role in product development. Changing market conditions in terms of tastes and trends must be followed by product development through market research. The role of market research which is no less important is to test the market or market research can be used as an experiment to see whether the results of existing research are in line with the desired expectations so that it will ultimately lead to commercialization or the creation of sales. The things described above have not currently been carried out in a structured manner for MSMEs in Kuningan Regency, so that the products produced have relatively not experienced significant growth either in terms of the number of sales or product variants produced.

Role of Marketing Research in Acquiring Knowledge for Data-Driven Management

Wiedza powstająca na bazie informacji jest obecnie postrzegana jako strategiczny zasob organizacji, a jej pozyskiwanie staje sie nieodzownym procesem oraz wyzwaniem dla wspolczesnych przedsiebiorstw. W artykule starano sie przyblizyc koncepcje zarządzania opartego na danych i odpowiedziec na pytanie, w jaki sposob badania marketingowe przez realizacje swoich podstawowych funkcji mogą stanowic pomoc w tym zakresie. W trakcie przeprowadzonych studiow literaturowych przeanalizowano, jak przedsiebiorstwa zaspokajają potrzeby informacyjne, wspierając procesy decyzyjne bazując na danych oraz jakie miejsce w tym procesie zajmują badania marketingowe.

Living in a data rich world

We talk to four of the most influential CEOs in our industry about merging data streams and why the role of market research is more valued than ever.

The role of market research and consultation in developing parking policy

There is a demonstrable link between parking availability, price and mode choice, and parking policy has been shown to be a powerful demand management tool. Parking however is clearly an area of policy conflict since using it to manage demand may reduce revenue generation, or (be perceived to) damage the local economy. In terms of on-street and off-street parking there are a wide range of users who often have conflicting opinions, which have to be taken into account in its management, invariably leading to parking policies and measures that do not maximise the demand management potential of parking. This paper presents a range of public and business opinion data, from the case study of Edinburgh, Scotland, UK, collected as part of the consultation for its parking strategy in 2005–2006. The strategy covers a wider geographical area than simply the city centre, and whilst this paper makes reference to this wider area it primarily deals with the city centre since that is where the majority of the parking strategy issues are to be found. After setting the policy and political context, the paper goes on to present these data. It then shows how the city's parking policies were changed in response to the consultation. These policy changes are compared with parking policies that would solely manage travel demand, to demonstrate how the political process leads to compromise in the formulation of parking policies and measures.

To Innovate or Imitate? Entry Strategy and the Role of Market Research

A firm planning market entry can attempt to develop a product that is either similar to the incumbent's existing offering (imitation) or entirely novel (innovation). The authors establish that when the incumbent is more aggressive in research and development (R&D), this negatively affects the entrant's marginal return on R&D. Thus, if greater profits produce a strong (weak) desire for the incumbent to increase its R&D level, the entrant will respond by sharply decreasing (increasing) its R&D level. As a result, the incumbent's likelihood of retaining the lead position will exhibit an inverse U-shaped pattern as a function of monopoly and duopoly profits. The authors then examine the impact of uncertainty about the rewards from new products and allow firms to conduct market research to resolve the uncertainty. They characterize the conditions for the entrant's innovation versus imitation decision to reveal information about future rewards to the incumbent. When duopoly profits are uncertain and can be either high (upside potential) or low (downside potential), the entry strategy will be revealing if the upside potential is attractive enough relative to monopoly profits. In contrast, when innovation has uncertain commercial potential (i.e., either valued or not valued by consumers), the entry strategy will be revealing if duopoly profits are unattractive relative to monopoly profits. In these cases, the entrant's innovation–imitation decision is driven by market research; this allows the incumbent to forgo market research and infer the true state of demand from the type of entry strategy it observes.

The impact of Porter's strategy types on the role of market research and customer relationship management

PurposeThis paper seeks to investigate the influence of Porter's strategy types on the use of customer relationship management (CRM) techniques and traditional market research, against theoretical and empirical evidence that differences in strategy types may result in variation in favoured marketing information sources and procedures.Design/methodology/approachDepth interviews generated a series of scale items, which were combined with others derived from the literature in a questionnaire measuring strategy types, the roles of market research, and the characteristics of CRM systems. Responses were obtained from 240 senior marketing managers in Australia, and applied to the testing of five research propositions.FindingsANOVA found no differences in CRM usage among the strategy types. Variation was widespread, however, in four roles of traditional market research: enhancing strategic decision making, increasing usability of existing data, presenting plans to senior management, and achieving productivity and political outcomes.Research limitations/implicationsFuture researchers using the Porter strategic types should separate “marketing differentiators” from “product differentiators” because they function and compete differently.Practical implicationsAll organisations can benefit from CRM systems, but “marketing differentiators” exhibit a relatively higher usage of traditional market research. This is likely to be because they compete by creating softer product differences, while others do so on harder characteristics such as price or product functionality.Originality/valueThis is the first study to use the Porter types to explain differences between the roles and uses of market research and CRM within organisations.

FROM BUSH TO BOUQUET: THE RELEVANCE OF MARKET RESEARCH

‘Adopt a consumer focus’ is the mantra that pervades the commercialisation strategies of horticultural products world-wide, but does this translate into practice in small and medium enterprises or is the process still production driven? Typically, new products in floriculture are modifications of existing products, which are introduced to existing markets, where consumers’ needs are well understood. Under these circumstances, the traditional role of market research is marginalised. In contrast, the commercialisation of ‘true’ new products into new markets involves a greater effort. Here, market research can identify market segments that are more receptive to innovation and experimentation. In this paper, the authors draw upon preliminary research and their initial experiences in the commercialisation of an Australian native flower to examine the inter-play of information flows and new product development.

Marketing research and small travel agents: An exploratory study

The research study reported on in this paper examined the marketing research (MR) orientation of small Australian travel agents. A survey was undertaken involving personal interviews with 91 travel agents in Melbourne, each agency having fewer than 20 employees. Agents were asked about their organisation with regard to MR, which MR activities were undertaken and wich MR techniques were employed. Additional questions gathered data on organisational and individual demographics, and some perceptual and attitudinal data. Although approximately half the respondents had no employee assigned to MR, the majority of agents reported engaging in most of the MR activities nominated, although most agents did not use most of the MR techniques covered in the study. Most general demographics were not related to MR participation, although greater devotion of resources to MR was reflected in more comprehensive usage of MR, and a more positive attitude to the cost-effectiveness of MR in small organisations. The desirability of travel agents considering seriously the role of MR in assisting in clarifying the future options for the sector is noted.

The role of market research in the development of discontinuous new products

Market research results frequently produce negative reactions to discontinuous new products (innovative products) that later become profitable for the innovating company. Famous examples such as the fax machine, the VCR and James Dyson’s bagless vacuum cleaner are often cited to support this view. Despite this, companies continue to seek the views of consumers on their new product ideas. The debate about the use of market research in the development of new products is long‐standing and controversial. This paper reviews the literature in this area and examines the extent to which market research is justified and whether companies should sometimes ignore their customers. The paper offers a conceptual framework that may help companies to decide when market research findings may be helpful and when they may hinder the development of discontinuous new products.

Market research in Australian SMEs: An empirical study

This paper discusses the role of market research in small and medium enterprises (SMEs) in Australia, examining the market research practices (if any) adopted by such businesses and the purpose for which it is used. Over 700 Australian SMEs were randomly chosen from a business enterprise database. Using a mail survey, data were obtained as to their marketing and intelligence gathering (market research) practices, as well as a demographic profile of these businesses and their owners.The results obtained suggest that Australian SMEs engage in very little formal intelligence gathering and rarely used external consultants. However, there was a wide variation in responses. In the present sample, larger SMES tended to use market research more than smaller or micro businesses. Customer contact was the main source of information gathering for most firms and personal contact with non-customers also appeared to be a major way of generating new business.Generally, market research was viewed as too involved and too complicated, exclusively in the realm of educated market researchers and generally used by consultants to make money. Some respondents who attempted market research with consultants appeared to have spent money without getting positive results, adding to their negative perceptions. Many respondents also perceived market research to be an abstract concept and could not see how it could help them. Respondents felt that most of their income was generated from personal contacts and word of mouth. Consequently, there was no need for generalised market research. Their view was that, as long as personal contacts were maintained and word of mouth channels were open, there was no problem.These findings have several implications for marketers and marketing educators. It appears that market research will have difficulty in the SME sector unless research is tailored to meet their needs. At present, most market research principles come from the large business domain and there is a need to reshape such thinking to take account of the nature of Australian SMEs. Added to this, there is a need to modify SME managers’ perceptions of the value of market research. Further, given the number of ‘business researchers’, the intuitive nature of marketing compared to other disciplines such as accounting or finance which require rigorous treatment, and the unregulated nature of the industry with no representative, high profile body, there is a strong impression that no formal training is required to undertake market research.

The Role of Market Research in the Additives Business - Researching in a Derived Demand Sector

The Role of Market Research in the Additives Business - Researching in a Derived Demand Sector

Is there a market for regional units in child and adolescent psychiatry?

An analysis of the demand for the services of a sub-regional Family and Young Persons Unit which offers both in-patient and out-patient treatment for children and adolescents with psychiatric, emotional or psychological problems was performed. Interviews were held and questionnaires were sent to representatives of the principal and potential users of the service both within the local district and beyond. The results demonstrated unmet demand for outpatient services but only limited demand for in-patient services in some districts. The role of market research in the new National Health Service and some of the difficulties of applying it are discussed. The implications of the findings for both the Family and Young Persons Unit and for child and adolescent psychiatry are considered. It is concluded that the effect of the market may be to bring about the closure of regional units unless there is intervention to protect them.

From experience: The role of market research in the development of new consumer products

Managers today face the twin challenges of producing better results, faster than ever before. Robert Davis presents a number of lessons on how market research can enhance a typical new product development and decision plan. His central theme is the disiplined use of very focused market research to make better and faster decisions about a new product throughout its development. These lessons are based on his thirty years of experience in market research, mostly in the new products work conducted at Procter & Gamble.

The Role of Market Research in the Development of New Consumer Products

Managers today face the twin challenges of producing better results, faster than ever before. Robert Davis presents a number of lessons on how market research can enhance a typical new product development and decision plan. His central theme is the disciplined use of very focused market research to make better and faster decisions about a new product throughout its development. These lessons are based on his thirty years of experience in market research, mostly in the new products work conducted at Procter & Gamble.

The decision process for retirement center development: is market research being used effectively?

This paper examines the role of market research in the decision process used to invest in continuing care retirement centers (CCRCs). Given changing demographics and the availability of financing, there has been a rapid increase in the number of CCRCs that are being developed. However, a large number of these centers have either failed or are experiencing financial difficulty. Some industry participants have blamed poor or inadequate market research as a factor contributing to the failure of many centers to meet expectations. This paper discusses how the process used to invest in centers and how the motivations of the different actors in the investment decision can influence the role and use of market research. Recommendations are suggested for how industry investors can better understand and use market research in the decision to invest in a retirement center.

Developing New Personal Financial Products – Some Evidence of the Role of Market Research

The role of product development within personal financial service organisations is focused on, with particular emphasis on the part played by market research within the process. A major aim is to identify the importance of marketing and market research within respondents′ companies, in terms of the organisation of these functions. The results of a questionnaire sent to organisations providing personal financial services to the consumer are drawn on – new product development within individual companies is investigated, the progression of new products from conception to launch traced, the role of market research within the process identified and the organisation of the marketing function examined.

LOOK WHERE YOU'RE GOING

More attention is now being devoted to the contribution which market research can make to the location, development and appraisal of individual stores. This is a result of trends in European retailing where stores are generally built much larger, where they sell a greater variety of merchandise and attract people from wider distances. In the following pages, Mr Simmons assesses the new role of market research, and in particular, what it can tell the retailer about his image, so important when competing for custom in an out‐of‐town shopping centre.

The role of market research in the chemical industry

The current high cost of building chemical plants and the uncertainty of future market demand have heightened the risk associated with new investment. A key factor affecting project returns is the future sales volume for the product. Market Research assists assessment of this and provides a major input to project decision making. The paper describes some available techniques and their application to short and long term market evaluation.

Market research in the acquisition game

This article attemps to show that market research can make a significant contribution to strategic decision making in a corporation. It concentrates on one specific aspect of such management tasks, and tries to develop some ideas as to how market research can be used in acquisition projects. A possible standard procedure for acquisition projects is outlined; it includes four main phases: 1. I. Determination and investigation of the sector of industry, where to look for acquisition candidates. 2. II. Selection of the acquisition candidate. 3. III. Preparation of the decision to take over the acquisition candidate. 4. IV. Realisation of the acquisition. The role of market research in each phase is discussed at some length. The article emphasizes that the above procedure is a model and that there are, in reality, many deviations. The most frequent one is that a company available for acquisition offers the effective starting point of the project. Advantages and disadvantages of this alternative are explained, and the implications for market research discussed. In the concluding section it is suggested that important data which has to be assumed to calculate the expected return on investment of an acquisition project should be based on market research. It is shown how deviations from the assumed data, influence the return on investment. This can also demonstrate the importance of the market researcher's contribution to acquisition projects. Dr. Mohr's paper has topical interest since he is a member of the largest chemical group in Switzerland, formed in 1970 by the merger of CIBA and GEIGY. Companies about to become involved in acquisitions should obtain useful and cogent information from this article. is Basel in 1936. He studied economics at the University of Basel and obtained his Dr. rer. pol. degree in 1964 with a thesis on “Wage Theories and Union Wage Policy”. From 1964 to 1968, he was project manager with PROGNOS AG, a Swiss consulting group, in charge of projects in regional planning and industrial market research. Early, in 1968, he joined the Corporate Development Department of the former J.R. Geigy AG. After the merger with Ciba, Hans Mohr became the head of the Market Research Coordination unit in CIBA-GEIGY AG which is integrated in Corporate Development. Besides coordinating the market research activity on a group level, he contributes to diversification and acquisition projects. The author is a member of the EVAF council.

Military Aircraft Market Research

The role of market research, as applied to the military side of the aircraft industry, is beset by various difficulties, but before discussing these it is essential to consider the reasons for which it should play an important part among the management tools of the industry. In other words, why market research? Too often the term is applied to desperate attempts to find a market of some sort for an aircraft built for the British Services, at a time when production for home consumption is coming to an end. Too often the answer has been “no good”, generally for one of two reasons. Either the aircraft, as initially conceived for the RAF or Royal Navy, has been too sophisticated and hence too expensive for foreign Air Forces, or else the British re-equipment cycle has been out of phase with the rest of the world. There is a widespread belief among people who should know better, that there is a mystique about selling military aircraft. It is true that it is not easy, but the basic conditions for a sale are similar to those for any product, i.e. that the product should meet the demands of the customer in terms of requirement and timescale.