2008
DOI: 10.1007/978-0-387-78213-3_17
|View full text |Cite
|
Sign up to set email alerts
|

Advances in Marketing Management Support Systems

Help me understand this report

Search citation statements

Order By: Relevance

Paper Sections

Select...
1
1
1
1

Citation Types

0
6
0

Year Published

2010
2010
2022
2022

Publication Types

Select...
6
2

Relationship

3
5

Authors

Journals

citations
Cited by 13 publications
(6 citation statements)
references
References 59 publications
0
6
0
Order By: Relevance
“…Because a computer can do this, the optimization approach as such has limited attention for the role of the human decision maker, that is, the marketing manager. However, when marketing models or other types of marketing management support systems are used, it remains important to have a good insight into managerial decision making, if only to know how to effectively stimulate the manager to use such a model and how to optimize the interface between the decision maker and the system (Wierenga, Van Bruggen, & Althuizen, 2008). Bucklin, Lehman, and Little (1998) foresee that full automation of marketing can ultimately occur in stable markets, but thus far, this has not happened.…”
Section: Optimizationmentioning
confidence: 97%
“…Because a computer can do this, the optimization approach as such has limited attention for the role of the human decision maker, that is, the marketing manager. However, when marketing models or other types of marketing management support systems are used, it remains important to have a good insight into managerial decision making, if only to know how to effectively stimulate the manager to use such a model and how to optimize the interface between the decision maker and the system (Wierenga, Van Bruggen, & Althuizen, 2008). Bucklin, Lehman, and Little (1998) foresee that full automation of marketing can ultimately occur in stable markets, but thus far, this has not happened.…”
Section: Optimizationmentioning
confidence: 97%
“…Intuition is seen as having a lower intellectual standing and can be a synonym for "sloppy thinking" (Hogarth, 2001, p. 4). Indeed, the advantages of using analytical models in practice have been extensively documented (Lilien & Rangaswamy, 2008;Wierenga, Van Bruggen, & Althuizen, 2008). However, a growing number of authors write on the power of intuition in solving problems (Dijksterhuis, 2004;Dijksterhuis, Bos, Nordgren, & Van Baaren, 2006;Hogarth, 2001;Wilson & Schooler, 1991), and they find that under certain conditions, intuition outperforms analysis.…”
Section: Introductionmentioning
confidence: 99%
“…Specialised Marketing DSSs have also been around for some time, Little [7] introducing and defining the concept. Nearly a couple of decades later, Wierenga and Van Bruggen [8,9] presented a classification of marketing decision support tools and technologies, and used the term "marketing management support systems", describing them as any device combining information technology, analytical capabilities, marketing data, and marketing knowledge, made available to one or more marketing decision makers, with the objective to improve the quality of marketing management.…”
Section: Editorialmentioning
confidence: 99%