Customer-based perceptual map as a marketing intelligence source

Daabes, Ajayeb Abu; Kharbat, Faten F.

doi:10.1504/ijebr.2017.084381

Cited by 8 publications

(4 citation statements)

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“…This term is often associated with brand positioning or advertising positioning for its association with customer perceptions and communications to maintain a desirable perception. Daabes and Kharbat (2017) demonstrate how data mining techniques can be used to distill a customerbased perceptual map, as an alternative to marketer knowledge, from mining customers' perceptions.…”

Section: Positioningmentioning

confidence: 99%

A strategic framework for artificial intelligence in marketing

Huang

Rust

2020

J. of the Acad. Mark. Sci.

564

289

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The authors develop a three-stage framework for strategic marketing planning, incorporating multiple artificial intelligence (AI) benefits: mechanical AI for automating repetitive marketing functions and activities, thinking AI for processing data to arrive at decisions, and feeling AI for analyzing interactions and human emotions. This framework lays out the ways that AI can be used for marketing research, strategy (segmentation, targeting, and positioning, STP), and actions. At the marketing research stage, mechanical AI can be used for data collection, thinking AI for market analysis, and feeling AI for customer understanding. At the marketing strategy (STP) stage, mechanical AI can be used for segmentation (segment recognition), thinking AI for targeting (segment recommendation), and feeling AI for positioning (segment resonance). At the marketing action stage, mechanical AI can be used for standardization, thinking AI for personalization, and feeling AI for relationalization. We apply this framework to various areas of marketing, organized by marketing 4Ps/4Cs, to illustrate the strategic use of AI.

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Section: Positioningmentioning

confidence: 99%

A strategic framework for artificial intelligence in marketing

Huang

Rust

2020

J. of the Acad. Mark. Sci.

564

289

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“…Competitive Advantage 15. Our company can adapt to trends (Daabes, 2017) 16. Our company can provide customers with a new value that cannot be imitated by competitors (AL-Hashem, 2020) 17.…”

Section: Discussionmentioning

confidence: 99%

“…(Kanwal, 2017b;Al-Hashem, 2020). Therefore, MI can be regarded as an essential tool that provides managers with updated information, which is needed to make more efficient strategic decisions, especially, in the dynamic environment that is characterized by fierce competition (Daabes, 2017). In other words, MI becomes a vital tool for each company that seeks survival; it helps them in their constant readiness to face unpredictable and fast environmental changes.…”

Section: Marketing Intelligence and Competitive Advantagementioning

confidence: 99%

Examining the Mediating Role of Product Innovation in the Association between Marketing Intelligence and Competitive Advantage: An Applied Study on Telecommunications Companies in Egypt

Mussa

2023

The Academic Journal of Contemporary Commercial Research

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This study examines the association between marketing intelligence and competitive advantage in telecommunications companies in Egypt. Specifically, it investigates the role of product innovation from the managers' perspective as a mediator. The quantitative method was applied. Primary data was collected through an online questionnaire from managers dealing with marketing intelligence in telecommunications companies in Egypt. A convenience sampling technique was used. The sample size was 400 with valid responses of 384. Data was analyzed via (SPSS v22). The findings confirm the significant association between marketing intelligence and competitive advantage, and product innovation mediates that association. Additionally, the model has a high ability to predict competitive advantage through marketing intelligence and product innovation. The study recommends that telecommunications companies should depend more on marketing intelligence to speed up product innovation and achieve competitive advantage compared with competitors.

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“…According to Al-Hashem (2020), marketing intelligence is seen as a set of procedures and methods designed to generate, analyze, disseminate, and store anticipated informed marketing decisions on a regular basis. Daabes (2017) explained that given the growing competition, managers face an urgent need to have updated intelligence for effective strategic decision making. Eleter (2019) also argued that intelligence analysis with planned monitoring, scanning, and the use of multiple methods to collect and analyze information, is necessary not only to function but also to prevent challenges, risks, and threats.…”

Section: Conceptual Background Empirical Review and Hypothesis Develo...mentioning

confidence: 99%

Marketing intelligence: Innovation ability to anticipate global competition

Aripin

Suganda

Kusumah

2022

IJRBS

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Making strategic decisions in a dynamic business environment has become a challenge for business people, especially in small and medium-sized enterprises (SMEs). Contextual knowledge gained in understanding the external environment is a factor that must be owned by every business person so that they gain a competitive advantage in increasing competition. This study aims to test the Entrepreneurial Performance model. The research was conducted on SMEs in West Java, in the city of Bandung. The sample selection was determined using the purposive sampling method and obtained 170 respondents as a sample. The analysis was carried out using the Structural Equation Model (SEM). The results of the study indicate the fit model after modification and produce an alternative model in the form of a correlation between Marketing Intelligence and Entrepreneurial Performance. Marketing Intelligence, Product Innovation and Competitive Advantage have a direct significant influence on Entrepreneurial Performance. Product Innovation partially has no significant effect on Competitive Advantage. This research is expected to contribute to SMEs in the city of Bandung to always have a good knowledge before making a decision. This knowledge includes an understanding of trends, media, competitors, and suppliers. The limitation in this study is also in its scope, which is only limited to a few SMEs in the city of Bandung. It is expected that future researchers will add samples and use other variables that can improve entrepreneurial performance.

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Customer-based perceptual map as a marketing intelligence source

Cited by 8 publications

References 0 publications

A strategic framework for artificial intelligence in marketing

A strategic framework for artificial intelligence in marketing

Examining the Mediating Role of Product Innovation in the Association between Marketing Intelligence and Competitive Advantage: An Applied Study on Telecommunications Companies in Egypt

Marketing intelligence: Innovation ability to anticipate global competition

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