Agenda Development for Marketing Research: The User's Voice

Roberts, Deborah; Adams, Richard

doi:10.2501/s1470785310201302

Cited by 16 publications

(12 citation statements)

References 53 publications

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“…Linked to this, there are questions regarding the conceptualization and measurement of the value concept, with regard to consumers' value perceptions of product and service combinations. Overall, the interactions and dependencies between the customer perceived value of the product and service subsystems, as well as their effects on behavioral intentions, such as loyalty and word-of-mouth, require clarification (Johnson et al, 2006), also in regard to a successful inclusion of the concept in co-creation and value management (Roberts & Adams, 2011;Storbacka et al, 2012). Prior research suggests that the roles of firms as producers/ sellers and customers as users/buyers are clearly allocated (Graf & Maas, 2008).…”

Section: Customer Perceived Value In Its Nomological Network-avenues mentioning

confidence: 98%

Customer perceived value—Conceptualization and avenues for future research

Zauner¹,

2015

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Given the present dynamic consumption environment due to technological innovations as well as interlinked economic developments on the macro-, micro-, and societal-level, researchers and managers have been increasingly showing interest in the concept of customer perceived value. However, especially given its vast empirical application, surprisingly little effort has been paid to synthesize various perspectives on the dimensionality, abstraction, and model taxonomy of customer perceived value. Therefore, based on a comprehensive literature review, this article identifies the predominant conceptualization of customer perceived value, thus also providing a sound basis for future empirical assessments of this concept, and discusses avenues for future research. In addition to contributing to research, this study also contributes to practice by comprehensively positioning customer perceived value as a key source of competitive advantage in the context of relationship marketing, management, and business models.

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Section: Customer Perceived Value In Its Nomological Network-avenues mentioning

confidence: 98%

Customer perceived value—Conceptualization and avenues for future research

Zauner¹,

2015

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“…The resulting conceptualisation synthesises the diverse concepts from the literature and provides a framework for managers wanting to adopt this approach as part of the NPD process . An issue that is gaining in importance to both policy makers and sponsors of research is that research should exhibit both academic rigour and relevance for practice (Roberts & Adams 2010) and span the academic-practitioner divide (Starkey & Madan 2001) . This reflects recent calls for a closer working relationship between academics and practitioners (Mouncey 2009;Smith 2007) if a comprehensive body of knowledge is to be built .…”

Section: Methodology and Model Development Processmentioning

confidence: 99%

Developing a Visceral Market Learning Capability for New Product Development

Roberts

Palmer

2012

International Journal of Market Research

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As customer needs become more sophisticated, often requiring new elements of psychological satisfaction, this poses the question of how innovation practices can be developed from the rational and mechanistic to take more account of the psychological, social and cultural needs of customers that are captured within successful products. This paper discusses the concept of visceralisation - the ‘gut feel’ and instinct associated with the tacit dimensions of managerial intuition - and develops a model of a visceral market learning capability. This concept draws on related ideas of design thinking and design attitude to improve innovation outcomes. While visceralisation has been discussed from both the consumer and research perspective, little progress has been made in applying the concept for market research and new product innovation purposes. The research methodology utilises an interactive, collaborative approach involving practitioners to assist in the development of the model and an understanding of the visceralisation process. This is further informed by two case studies that support this emerging concept. This paper helps to characterise the concept of visceralisation, and the market and organisational learning mechanisms needed to develop visceral insight, and provides suggestions for market researchers and managers involved in new product development. While further development is required, the paper provides a framework, process and guidelines for the application of this technique in different contexts.

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“…authors have called for a closer working relationship between academics and practitioners (e .g . Shapiro et al 2007;Mouncey 2009;Roberts & Adams 2010) . Mechanisms and arenas for the further development of collaboration and the co-production of marketing knowledge are essential .…”

Section: Collaboration and Co-production Of Marketing Knowledge Manymentioning

confidence: 99%

“…Academics are encouraged to respond to this agenda, and are eligible for awards for publication and research contributions . In the UK, the Advanced Institute of Management Research (AIM) targets closer ties between academics and practitioners towards enhancing the competitiveness of British industry (Hodgkinson & Rousseau 2009), and the ESRC has recently supported a consultative initiative involving academics and marketing practitioners and has identified eight research themes for practice and practitioners (Roberts & Adams 2010) . Another route is that adopted by large corporate sponsors .…”

Section: Collaboration and Co-production Of Marketing Knowledge Manymentioning

confidence: 99%

Evidence-Based Marketing: A Perspective on the ‘Practice - Theory Divide’

Rowley

2012

International Journal of Market Research

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This article seeks to explore some dimensions of the relationship between marketing research and theory, including the relationship between researchers and practitioners, using the lens on the debate around evidence-based management, with a view to stimulating debate within the marketing community. The article commences by introducing the concepts of evidence-based practice and management, and reviewing some of the challenges associated with integrating management and marketing research and practice. The following section visits the notion of ‘evidence’, including its link to mode 1 and mode 2 knowledge production. Finally, ten proposals for advancing evidence-based marketing and blurring the ‘practice–theory divide’ are proposed. These include peoplebased strategies, knowledge and inquiry-based strategies, and dissemination, communication and publication-based strategies.

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Agenda Development for Marketing Research: The User's Voice

Cited by 16 publications

References 53 publications

Customer perceived value—Conceptualization and avenues for future research

Customer perceived value—Conceptualization and avenues for future research

Developing a Visceral Market Learning Capability for New Product Development

Evidence-Based Marketing: A Perspective on the ‘Practice - Theory Divide’

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