The research buyer\u27s perspective of market research effectiveness

This study examines the views of research buyers about the efficacy of market research used within their firms. A sample of research buyers from Australia's top 1000 companies was asked to evaluate the research outcomes of their most recent market research project in terms of their overall business strategy. Specialist market research buyers (insights managers) believed their commissioned research was very effective. This was in contrast to research buyers in generalist roles who did not believe in the effectiveness of the research outcomes to the same extent. The overarchlng strategic direction adopted by the buyer's firm did not make a difference to the type of research conducted (,action orientated' vs. 'knowledge enhancing'). However, entrepreneurial firms were more likely to rate their research as effective and to have dedicated research buyers generating insights into their markets. The results of this study are inconsistent with earlier studies and indicate that the market research function within Australian firms stili plays an ambiguous role

Differences between differentiators and cost leaders in market research and internal CRM usage

The Porter strategy types of Differentiation and Cost Leadership are put forward as strategies leading to competitive advantage (Porter 1980). These types have quite contrasting implementation guidelines in terms of human resources, organisational structure, job design decision-making process, control systems, and information systems. These internal contrasts suggest Differentiators and Cost Leaders require contrasting roles for market research and internal CRM systems. Very few studies have explored the contingent role business strategy may have in explaining contrasting roles in marketing information systems or market research.This study involved a cross-industry postal survey of 240 Australian marketing managers. One contribution of this study was to find market research having quite different roles in supporting Marketing (i.e. brand) Differentiators compared to Product (i.e. innovative feature) Differentiators. Surprisingly only one market research role differed when comparing Cost Leaders with Marketing Differentiator strategies. A final contribution was to find that no one strategy having a greater reliance on internal CRM systems in supporting decisionmaking.<br /

Differences in the role of market research and internal CRM according to strategy type

The traditional or conventional role of market research is one of enabling marketing managers to make informed decisions about key strategic issues and likewise reduce chances of poor strategic decisions. (Hamlin, 2000; Raguragavan et al., 2000) Yet recent literature suggests marketing research is becoming marginalized in supporting strategic decisionmaking. (Weber, 2001) In addition internal CRM is emerging as a viable source of aggregated customer intelligence (Malhotra and Peterson, 2001). Very few studies have explored the contingent role business strategy may have in explaining either the changing role of market research or the emergence of internal CRM systems. This study involved a cross-industry postal survey of 240 Australian marketing managers. One contribution of this study was to find market research having a greater role in supporting productivity and political outcomes for Prospector strategies when compared to both Defender and Analyzer strategies. The findings also showed Prospector strategies to have more sophisticated internal CRM systems than Defender strategies.<br /

Differences in study approaches and the implications for student learning

Using the revised 42 item Study Process questionnaire SPQ-R (Zeegers 2002) and its underlying methodology developed by Biggs (1987), this study investigates student learning approaches and academic outcomes across units in their First Year of study. The study confirmed that there are differences in the study approaches of students and that it was possible to group students according to their learning orientations (profiles). Whilst there was not a large variation between profiles and academic results, low achieving approaches were clearly related to low achieving results.<br /

Management of the market research function in client firms

Companies vary in the way they structure their market research function. This was hypothesized to affect the perceived value of their research. A survey of 241 marketing managers in major Australian firms showed that structure positively affected the perceived value of market research information while bolstering the internal client&rsquo;s position.<br /

The impact of Porter\u27s strategy types on the role of market research and customer relationship management

Purpose &ndash; This paper seeks to investigate the influence of Porter&rsquo;s strategy types on the use of customer relationship management (CRM) techniques and traditional market research, against theoretical and empirical evidence that differences in strategy types may result in variation in favoured marketing information sources and procedure.Design/methodology/approach &ndash; Depth interviews generated a series of scale items, which were combined with others derived from the literature in a questionnaire measuring strategy types, the roles of market research, and the characteristics of CRM systems. Responses were obtained from 240 senior marketing managers in Australia, and applied to the testing of five research propositions.Findings &ndash; ANOVA found no differences in CRM usage among the strategy types. Variation was widespread, however, in four roles of traditional market research: enhancing strategic decision making, increasing usability of existing data, presenting plans to senior management, and achieving productivity and political outcomes.Research limitations/implications &ndash; Future researchers using the Porter strategic types should separate &ldquo;marketing differentiators&rdquo; from &ldquo;product differentiators&rdquo; because they function and compete differently.Practical implications &ndash; All organisations can benefit from CRM systems, but &ldquo;marketing differentiators&rdquo; exhibit a relatively higher usage of traditional market research. This is likely to be because they compete by creating softer product differences, while others do so on harder characteristics such as price or product functionality.Originality/value &ndash; This is the first study to use the Porter types to explain differences between the roles and uses of market research and CRM within organisations.<br /

In search of a future strategy for market research services : clients\u27 views on market research suppliers

The market research environment is transforming rapidly and research suppliers may not be keeping up with changing research client needs. This paper examines research client perceptions of current research supplier performance and future competencies. The key findings are that research suppliers need to move their staffing profiles beyond technical expertise in conducting research (generating outputs) to functional expertise in understanding research outcomes within internal and external organizational contexts. The transition from data collector to expert advisor may involve anew business model and new pricing strategies based on intellectual expertise rather than margins on data collection services

Are there three main subgroups within the patellofemoral pain population? A detailed characterisation study of 127 patients to help develop targeted Intervention (TIPPs)

• Background Current multimodal approaches for the management of non-specific patellofemoral pain are not optimal, however, targeted intervention for subgroups could improve patient outcomes. This study explores whether subgrouping of non-specific patellofemoral pain patients, using a series of low cost simple clinical tests, is possible. • Method The exclusivity and clinical importance of potential subgroups was assessed by applying à priori test thresholds (1 SD) from seven clinical tests in a sample of adult patients with non-specific patellofemoral pain. Hierarchical clustering and latent profile analysis, were used to gain additional insights into subgroups using data from the same clinical tests. • Results One hundred and thirty participants were recruited, 127 had complete data: 84 (66%) female, mean age 26 years (SD 5.7) and mean BMI 25.4 (SD 5.83), median (IQR) time between onset of pain and assessment was 24 (7-60) months. Potential subgroups defined by the à priori test thresholds were not mutually exclusive and patients frequently fell into multiple subgroups. Using hierarchical clustering and latent profile analysis three subgroups were identified using 6 of the 7 clinical tests. These subgroups were given the following nomenclature: (i) ‘strong’, (ii) ‘weak and tighter’, and (iii) ‘weak and pronated foot’. • Conclusions We conclude that three subgroups of patellofemoral patients may exist based on the results of six clinical tests which are feasible to perform in routine clinical practice. Further research is needed to validate these findings in other datasets and, if supported by external validation, to see if targeted interventions for these subgroups improve patient outcomes

The Grizzly, September 13, 2001

Eating in Wismer: The Crunch at Lunch • America. No Longer the Beautiful • Collegeville Police Crack Down on Ursinus Students • A New Look and New Menu at Wismer • Service Woes for Select Residents • Opinions: Wismer Bussing: A Major Problem; New Social Host Policy a Wet Blanket • International Film Festival Brings Foreign Flair to Ursinus College Campus • Review of the Restaurant La Fontana • Unconventional Fringe Fest Takes Over Philly • Like Old Movies? Then the Colonial Theater is the Place to Be • Pizza: Where\u27s the Best Buy for Your Money? • Ursinus Webpage is Getting a Makeover • Colonization of Sigma Sigma Sigma • Duncan Breaks Record as Ursinus Downs Waynesburg • Cross Country Breezes Through LBV Invitational • Two Tough Teams Equal First Two Losses for Men\u27s Soccer • UC Women\u27s Volleyball Defeats Wilkes for Third Win • Bears Fall to Montclair; Tie with Widener • UC Field Hockey Takes Slap Shot • Soccer Teams Without a Home Fieldhttps://digitalcommons.ursinus.edu/grizzlynews/1493/thumbnail.jp

The Grizzly, November 29, 2001

UC Blueskies Calls for Help with Recycling • AIDS Legacy Continues in Poor Countries • Economics and Business Administration Panel Discussion Offers Students Advice on Finding Job Connections • Volunteers Wanted for NBA League Jam Session • UC Group Makes Plans for Alternative Spring Break • New California Law Enables Women to Obtain Emergency Contraceptive Pills without a Prescription • Opinions: So This is Christmas?; Family Bonding is Better than Trip to Spain; Letter of Apology • Messiah to Hit the Stage • Jazz Ensemble Keeps it Swinging • Comparative Pricing: Local Gasoline • Dougherty Finishes 123rd at Nationals • 8+6+9 = Success for UC Wrestling Team • Lady Bears Knocked off by Susquehanna • Duncan Selected as a Finalist for the Gagliardi Trophy • Captains Leading the Way to Victory for Bears Swimming • Bears Basketball Still Looking for First Winhttps://digitalcommons.ursinus.edu/grizzlynews/1502/thumbnail.jp