Internet mag distributievorm niet bepalen

Internet biedt de mogelijkheid voor andere distributievormen, maar moet deze keuze niet voorschrijven. Ieder bedrijf zal zich moeten beraden op zijn strategische positie. Afhankelijkheidsverhoudingen spelen daarbij een belangrijke rol, meent Gerrit van Bruggen

When are CRM Systems Successful? The Perspective of the User and of the Organization

The individual impact of CRM systems is strongly related to impact at the organizational level. Fit with the task of the user is key. CRM systems are successful in organizations that reward customer-centric behavior and that have an analytical decision style. Acceptance of a CRM system should be monitored over time

Marketing management support sytemen: Lessen uit de afgelopen vijfentwinig jaar

In dit artikel beschrijven we de ontwikkelingen op het gebied van marketing management support systemen (MMSS). We bespreken eerst de vier componenten van een MMSS: informatie technologie, analytische technieken, marketing data en marketing kennis. Hiema beschrijven we acht specifieke types marketing management support systemen die marketers kunnen gebruiken voor de ondersteuning van hun marketing beslissingen. We starten met een beschrijving van marketing modellen die in de vroege jaren '60 ontwikkeld werden en eindigen met een beschrijving van marketing creativiteit support systemen die van recente oorsprong zijn. Vervolgens presenteren we een overzicht van het gebruik van MMSS in bedrijven in Nederland en van de bijdragen aan het Jaarboek op het gebied van MMSS. We sluiten het artikel af met een model dat de factoren beschrijft die het succes van marketing management support systemen bemvloeden

Marketing Decision Making and Decision Support: Challenges and Perspectives for Successful Marketing Management Support Systems

Marketing management support systems (MMSS) are computer-enabled devices that help marketers to make better decisions. Marketing processes can be quite complex, involving large numbers of variables and mostly outcomes are the results of the actions of many different stakeholders (e.g., the company itself, its customers, its competitors). Moreover, a large number of interdependencies exist between the relevant variables and the outcomes of marketing actions are subject to major uncertainties. Given the complexities of the market place, marketing management support systems are useful tools to help the marketing decision makers carry out their jobs. Marketing management support systems can only be effective when they are optimally geared towards their users. We, therefore, deal with decision making in marketing (which generates the need for marketing management support systems). We discuss how marketing decisions are made, how they should be made, and the relative roles of analytical versus intuitive cognitive processes in marketing decision-making. We also discuss the match between marketing problem-solving modes and the various types of marketing management support systems. Finally we discuss how the impact of MMSS can be improved. This is important, given the current under-utilization of MMSS in practice. We discuss the conditions for the successful implementation and effective use of marketing management support systems. The issue ends with a discussion of the opportunities and challenges for marketing management support systems as we foresee them

Marketing Management Support Systems: evolution, adoption and effectiveness

A Marketing Management Support Systems can be defined as any device combining (i) information technology, (ii) marketing data and/ or knowledge, and (iii) analytical capabilities, made available to one or more marketing decision-makers with the objective to improve the quality of marketing decision-making. In this paper we present a categorization scheme for marketing management support systems. Three types of MMSS, developed so far, can be identified: marketing information systems, marketing decision support systems and marketing knowledge-based systems. Each of these systems emphasize different components. Next, we focus on the factors affecting adoption of and satisfaction with MMSS. The outcomes are presented of a large scale study carried out in the Netherlands among 525 companies. In the third part of the paper we answer the question whether MMSS improve the effectiveness of marketing decision-makers and, if so, under which conditions. For this purpose we present the results of an experimental laboratory study in which XOreal life marketing managers and 160 marketing students participated. We conclude the paper with a discussion of the perspectives for Marketing Management Support Systems

Marketing Management Support Systems and Their Implications for Marketing Research

Marketing decision makers are responsible for the design and execution of marketing programs for products or brands. They operate under different names, such as product manager, brand manager, marketing manager, marketing director, or commercial director. They choose the target markets and segments for their products and services and develop and implement marketing mixes. Because of the proliferation of products and brands, the fragmentation of markets in an ever growing number of different segments, the fierceness of competition, and the overall acceleration of change, marketing decisions are becoming increasingly complex. Furthermore, decisions have to be made under increasing time pressure. Product life cycles are getting shorter, and competition occurs not only within countries but also increasingly at an international and even global level. New markets are rapidly opening up, existing markets are being deregulated, and new distribution channels such as the Internet have developed. The question now is, how can these decision makers be supported to become more effective

The Added Value of Corporate Brands

This study shows that different types of associations regarding a company have different effects on customers' product evaluations. Associations with a company's ability influenced quality perceptions of products marketed by the company's subsidiaries, but not intentions to actually buy those products. In contrast, corporate social responsibility associations influenced product purchase intentions, but not quality perceptions

The Impact of Channel Function Performance on Buyer-Seller Relationships in Marketing Channels

Distributors, across sectors and countries, are faced by the threat of disintermediation. In many industries, horizontal consolidation and advances in information technology have made it easier for manufacturers to bypass distributors and do business directly with consumers. Distributors have responded to this threat or other destructive acts in a number of different ways that can be represented through Hirschman's (1970) Exit-Voice-Loyalty framework. One additional response that distributors frequently adopt is developing countervailing power through dependence-balancing actions. These actions are designed to strengthen bonds with customers and often manifest themselves in the provision of improved channel services to customers. Does this strategy work? We seek to address this in our paper. Specifically, we examine the nature and magnitude of the direct and interactive effects of (a) the performance of marketing functions and services by a distributor and (b) the dependence structure of its relationship with its customers on different dimensions of relationship quality - satisfaction, trust, commitment and conflict. Of particular interest to us is the effect of functional performance on relationship quality in situations characterized by high relative dependence of the distributor on the customer - this closely approximates the situation that many distributors, faced by the threat of disintermediation, find themselves in. Hypotheses from our model are tested using data collected from the paint industry in the Netherlands and Belgium

The Powerful Triangle of Marketing Data, Managerial Judgment, and Marketing Management Support Systems

In this paper we conceptualize the impact of information technology on marketing decision-making. We argue that developments in information technology affect the performance of marketing decision-makers through different routes. Advances in information technology enhance the possibilities to collect data and to generate information for supporting marketing decision-making. Potentially, this will have a positive impact on decision-making performance. Managerial expertise will favor the transformation of data into market insights. However, as the cognitive capabilities of marketing managers are limited, increasing amounts of data may also increase the complexity of the decision-making context. In turn, increased complexity enhances the probability of biased decision processes (e.g., the inappropriate use of heuristics) thereby negatively affecting decision-making performance. Marketing management support systems, also being the result of advances in information technology, are tools that can help marketers to benefit from the data explosion. These systems are able to increase the value of data and, at the same time, make decision-makers less vulnerable to biased decision processes. Our analysis leads to the expectation that the combination of marketing data, managerial judgment, and marketing management support systems will be a powerful factor for improving marketing management. Implications of our analysis are discussed

Building Stronger Channel Relationships Through Information Sharing

Does sharing market information help channel partners to build stronger mutual relationships? Is low initial trust really an impediment for further relationship development by means of information sharing? How do connections with other competing channel partners affect the relationship building process? To address these questions, we conducted an experimental study. Our findings show that retailer information sharing helps to develop higher quality supplier relationships. Interestingly, even if the initial level of trust in the retailer is low, the relationship quality substantially improves. In a more competitive situation the suppliers respond more favorably to the retailer?s information-sharing initiative