Marketing research performance and strategy

Marketing research performance and strategy Purpose To investigate whether strategic orientation affects the evaluation of specific market research projects in forprofit firms.Designmethodologyapproach A smallscale followup survey was conducted, building on qualitative and quantitative research among a sample of the top1,000 marketing managers in Australia. The study used an existing market research evaluation tool, the USER scale and items generated from the qualitative research, to investigate the firm's most recent market research project.Findings Four market research performance factors were identified market research as a knowledge enhancing KE function, the internal political use of market research, the misuse of market research and the generation of market understanding. The Miles and Snow strategy types were related to these factors, with Prospector types more likely to use market research rationally and less likely to use it for internal political purposes. Tactical projects were more likely to be misused than were those with a strategic orientation. Prospectors were far less likely and Analyzers far more likely to misuse tactical research projects. Prospectors were more often satisfied with the performance of their most recent market research. The Porter typology was less successful in predicting market research performance.Research limitationsimplications The study was based on a small sample of market research projects in Australian forprofit firms. Future studies need to study these phenomena more intensively using ethnographic methods and more extensively using larger multicountry samples.Practical implications Market research suppliers should learn the nature of their client's strategic intent to improve their effectiveness. Defender firms should carefully monitor the use of market research, especially that of a tactical nature, which may be wasted or misused.Originalityvalue The paper contributes to an understanding of how strategic orientation relates to the ways market research information is used within the firm. http://www.deepdyve.com/assets/images/DeepDyve-Logo-lg.png International Journal of Productivity and Performance Management Emerald Publishing

Loading next page...
 
/lp/emerald-publishing/marketing-research-performance-and-strategy-nW0r5qY30o
Publisher
Emerald Publishing
Copyright
Copyright © Emerald Group Publishing Limited
ISSN
1741-0401
DOI
10.1108/17410400510604575
Publisher site
See Article on Publisher Site

Abstract

Purpose To investigate whether strategic orientation affects the evaluation of specific market research projects in forprofit firms.Designmethodologyapproach A smallscale followup survey was conducted, building on qualitative and quantitative research among a sample of the top1,000 marketing managers in Australia. The study used an existing market research evaluation tool, the USER scale and items generated from the qualitative research, to investigate the firm's most recent market research project.Findings Four market research performance factors were identified market research as a knowledge enhancing KE function, the internal political use of market research, the misuse of market research and the generation of market understanding. The Miles and Snow strategy types were related to these factors, with Prospector types more likely to use market research rationally and less likely to use it for internal political purposes. Tactical projects were more likely to be misused than were those with a strategic orientation. Prospectors were far less likely and Analyzers far more likely to misuse tactical research projects. Prospectors were more often satisfied with the performance of their most recent market research. The Porter typology was less successful in predicting market research performance.Research limitationsimplications The study was based on a small sample of market research projects in Australian forprofit firms. Future studies need to study these phenomena more intensively using ethnographic methods and more extensively using larger multicountry samples.Practical implications Market research suppliers should learn the nature of their client's strategic intent to improve their effectiveness. Defender firms should carefully monitor the use of market research, especially that of a tactical nature, which may be wasted or misused.Originalityvalue The paper contributes to an understanding of how strategic orientation relates to the ways market research information is used within the firm.

Journal

International Journal of Productivity and Performance ManagementEmerald Publishing

Published: Jul 1, 2005

There are no references for this article.

You’re reading a free preview. Subscribe to read the entire article.


DeepDyve is your
personal research library

It’s your single place to instantly
discover and read the research
that matters to you.

Enjoy affordable access to
over 18 million articles from more than
15,000 peer-reviewed journals.

All for just $49/month

Explore the DeepDyve Library

Search

Query the DeepDyve database, plus search all of PubMed and Google Scholar seamlessly

Organize

Save any article or search result from DeepDyve, PubMed, and Google Scholar... all in one place.

Access

Get unlimited, online access to over 18 million full-text articles from more than 15,000 scientific journals.

Your journals are on DeepDyve

Read from thousands of the leading scholarly journals from SpringerNature, Elsevier, Wiley-Blackwell, Oxford University Press and more.

All the latest content is available, no embargo periods.

See the journals in your area

DeepDyve

Freelancer

DeepDyve

Pro

Price

FREE

$49/month
$360/year

Save searches from
Google Scholar,
PubMed

Create folders to
organize your research

Export folders, citations

Read DeepDyve articles

Abstract access only

Unlimited access to over
18 million full-text articles

Print

20 pages / month

PDF Discount

20% off