“Miner”, “Manager”, and “Researcher”: Three modes of analysis of scanner data

Bayer, Judy; Harter, Rachel

doi:10.1016/0167-8116(91)90004-q

Cited by 17 publications

(1 citation statement)

References 8 publications

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“…(4) Resources. Although many case studies claim that the systems they describe save time (Alpar 1991;Bayer and Harter 1991), experimental results are inconsistent on this point (Pinsonneault and Kraemer 1989). (5) Organizational environment/culture.…”

Section: Introductionmentioning

confidence: 96%

Computer‐aided marketing planning: The experience of early adopters

McDonald¹

1996

Journal of Marketing Management

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Previous research with users of a decision support system for marketing planning generated a number of potential benefits and success factors for achieving them. Using a multiple-case study design, these were tested in four organizations using a range of systems to assess the extent to which the previous results could be generalized. Benefits supported by the study were that systems can: aid in the use of marketing tools through automated calculations, graphics and guidance; facilitate group planning through support for fast iteration; aid the integration of cross-functional and multiple-level analyses; and form the repository for live electronic plans from which annual plans are a snapshot. Success factors supported were top management support, sufficiently wide team definition, a system that is seen as empowering rather than controlling, and definition of appropriate planning units. The study confirms the potential of software for reducing some of the barriers to effective marketing planning practice. Further research is needed to examine the areas where this study was inconclusive. IntroductionIn Armstrong and Brodie's (1994a, b) challenging and much-discussed experiment on the BCG matrix, subjects were asked to make a hypothetical investment decision in which investing in the BCG "star" would be less profitable than investing in the "dog". Subjects exposed to the BCG matrix were more likely to choose the less profitable investment.Whether or not one regards the experiment as an "elaborate tautology", given the way in which the hypothetical situation was defined (Wensley 1994a), it highlights a number of points on the nature of marketing theory and its dissemination-most obviously that marketing theory needs evaluation and validation, and that marketing educators have a responsibility to convey adequately the potential weaknesses of structures, frameworks, individual tools and methodologies. This paper concerns the effective application of existing theory by managers developing marketing plans in the field, rather than the definition and development of that theory. But, reflecting on what Armstrong and Brodie's experiment did not examine, several important aspects of the relationship between marketing theory and practice seem to be highlighted:(1) Complexity of analysis. Much planning occurs within the context of considerable uncertainty, in which the power of precise financial techniques is not available.

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Section: Introductionmentioning

confidence: 96%