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Tying Marketing Science with Marketing Practice

Tying Marketing Science with Marketing Practice Marketing – Science and Practice Edgar A. Pessemier fessionals in R & D oriented environments. same kinds of economic contribution to the The problems of achieving a successful Marketing scientists are more subject to firm as the ones made by an R&D interface between marketing science and marketing practice are numerous. Further­ changing levels of support, externally dic­ facility—produce new revenue opportun­ more, they vary from subject to subject and tated work and demands for 'crash' investi­ ities and/or increase operating efficiencies. from environment to environment. To avoid gations to support tactical decisions. Third, the establishment of a sound pro­ Although the marketing scientist and mar­ gram and project balance should be pursued getting lost in this hall of mirrors, attention keting researcher can and should be a as vigorously in MS/MR as it is in R & D . has been paid in this piece of research to four primary source of product concepts and Finally, management must take an active important subjects. First, a philosophical and organisational point of view is proposed strategic analyses, typically the necessary role in monitoring the MS/MR function. In about the proper role and funding structure activities are not well defined or funded. In this regard, general management should be for marketing research and marketing general, marketing scientists have not estab­ educated to recognise the value of well- science activities. Next, some marketing lished their role as important sources of designed, integrated programmes and the economic opportunities to the degree that need for stable, long-term funding. science contributions to design issues are physical scientists and technicians have esta­ examined. In marketing, these are the 'what The author is on the staff of the Krannert blished their role. These conclusions appear kind' questions about products, product Graduate School of Management, Purdue lines, and associated market communi­ to be valid even in market-oriented University. Full details of his extensive work cations. Third, the 'how much' issue is environments. and proposals in this field can be obtained by discussed as it relates to total marketing writing for Working Paper No. 617 to the Forward-looking management expenditures and their allocations across the Institute for Research in the Behavioural, marketing mix. Having discussed some For marketing scientists to achieve a Economic, and Management Sciences, approaches to these 'gut' issues, the last position more nearly commensurate with the Krannert Graduate School of Management, section reviews in general terms the contribution they should be making to the Purdue University, West Lafayette, Indiana, current state-of-the-art in marketing science firm's success, marketing scientists must be U.S.A. and some factors which may shape future sure that they can deliver cost-effective re­ developments. This synopsis deals mainly sults. This topic has been addressed by many with the organisational problems of using individuals in and out of the marketing marketing science. arena. Here, it is simply assumed that currently marketing scientists are not mak­ Market-orientation versus R& D orientation ing full use of their capabilities. If this is the case, the question arises as to how then- How do new products originate? Is it with potential can be more effectively presented the discovery of a new need or the discovery to key decision-makers. of a way to satisfy a recognised need? In a The best chance for change can be found market-oriented organisation, the problem is finding market opportunities which can be in efforts to upgrade MS/MR organisations filled by well-understood technology. In an to a status not unlike that found in R & D R& D oriented organisation, the problem is organisations. The potential payoff from finding a feasible solution to a well-under­ high-quality R &D activities has been widely recognised. Management generally adopts stood need. the scientist's and engineer's view that Clearly, the industry-product environment continuing programs lay a suitable base of influences the relative importance of knowledge and develop the organisation's marketing-oriented as compared to techno­ capacity to find and solve important applied logically-oriented activities within the firm. problems. A similar forward-looking philo­ Ethical drug companies should and do sophy of management must be developed in devote far more resources to R & D than marketing. Although marketing executives they devote to MS/MR. This type of indus­ have historically displayed a fire-fighting per­ try recognises the contribution of science spective, the time seems right to fight for a and technology to product development. more constructive longer-term view of Large facilities, modern equipment and MS/MR. trained professionals are the norm. Further­ more, managers of R& D oriented com­ Personnel, implementation, and control panies appear to believe that continuing, high-quality work is most cost-effective. In Recasting the marketing scientist's role these circumstances, marketing has very and mode of operation in the image of the modest directional impact, largely re­ R& D worker's role and mode of operation sponding to the needs of the sales organi­ is a feasible and desirable goal. Several sation. Little emphasis is placed on the conditions must be met before it can be regular analysis of markets and product achieved. First, the quality of personnel must opportunities. be steadily improved. An MS/MR depart­ ment should be as intolerant of an incompe­ The most interesting contrast, however, is tent model builder or data analyst as a found when comparing the position of pharmaceutical body is of a poorly trained marketing science, marketing research pro­ microbiologist. Second, management must fessionals in marketing-oriented environ­ be convinced that MS/MR can make the ments with the position of R& D pro­ http://www.deepdyve.com/assets/images/DeepDyve-Logo-lg.png Management Research News Emerald Publishing

Tying Marketing Science with Marketing Practice

Pessemier, Edgar A.
Management Research News , Volume 1 (4): 1 – Apr 1, 1978
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Publisher
Emerald Publishing
Copyright
Copyright © Emerald Group Publishing Limited
ISSN
0140-9174
DOI
10.1108/eb027714
Publisher site
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Abstract

Marketing – Science and Practice Edgar A. Pessemier fessionals in R & D oriented environments. same kinds of economic contribution to the The problems of achieving a successful Marketing scientists are more subject to firm as the ones made by an R&D interface between marketing science and marketing practice are numerous. Further­ changing levels of support, externally dic­ facility—produce new revenue opportun­ more, they vary from subject to subject and tated work and demands for 'crash' investi­ ities and/or increase operating efficiencies. from environment to environment. To avoid gations to support tactical decisions. Third, the establishment of a sound pro­ Although the marketing scientist and mar­ gram and project balance should be pursued getting lost in this hall of mirrors, attention keting researcher can and should be a as vigorously in MS/MR as it is in R & D . has been paid in this piece of research to four primary source of product concepts and Finally, management must take an active important subjects. First, a philosophical and organisational point of view is proposed strategic analyses, typically the necessary role in monitoring the MS/MR function. In about the proper role and funding structure activities are not well defined or funded. In this regard, general management should be for marketing research and marketing general, marketing scientists have not estab­ educated to recognise the value of well- science activities. Next, some marketing lished their role as important sources of designed, integrated programmes and the economic opportunities to the degree that need for stable, long-term funding. science contributions to design issues are physical scientists and technicians have esta­ examined. In marketing, these are the 'what The author is on the staff of the Krannert blished their role. These conclusions appear kind' questions about products, product Graduate School of Management, Purdue lines, and associated market communi­ to be valid even in market-oriented University. Full details of his extensive work cations. Third, the 'how much' issue is environments. and proposals in this field can be obtained by discussed as it relates to total marketing writing for Working Paper No. 617 to the Forward-looking management expenditures and their allocations across the Institute for Research in the Behavioural, marketing mix. Having discussed some For marketing scientists to achieve a Economic, and Management Sciences, approaches to these 'gut' issues, the last position more nearly commensurate with the Krannert Graduate School of Management, section reviews in general terms the contribution they should be making to the Purdue University, West Lafayette, Indiana, current state-of-the-art in marketing science firm's success, marketing scientists must be U.S.A. and some factors which may shape future sure that they can deliver cost-effective re­ developments. This synopsis deals mainly sults. This topic has been addressed by many with the organisational problems of using individuals in and out of the marketing marketing science. arena. Here, it is simply assumed that currently marketing scientists are not mak­ Market-orientation versus R& D orientation ing full use of their capabilities. If this is the case, the question arises as to how then- How do new products originate? Is it with potential can be more effectively presented the discovery of a new need or the discovery to key decision-makers. of a way to satisfy a recognised need? In a The best chance for change can be found market-oriented organisation, the problem is finding market opportunities which can be in efforts to upgrade MS/MR organisations filled by well-understood technology. In an to a status not unlike that found in R & D R& D oriented organisation, the problem is organisations. The potential payoff from finding a feasible solution to a well-under­ high-quality R &D activities has been widely recognised. Management generally adopts stood need. the scientist's and engineer's view that Clearly, the industry-product environment continuing programs lay a suitable base of influences the relative importance of knowledge and develop the organisation's marketing-oriented as compared to techno­ capacity to find and solve important applied logically-oriented activities within the firm. problems. A similar forward-looking philo­ Ethical drug companies should and do sophy of management must be developed in devote far more resources to R & D than marketing. Although marketing executives they devote to MS/MR. This type of indus­ have historically displayed a fire-fighting per­ try recognises the contribution of science spective, the time seems right to fight for a and technology to product development. more constructive longer-term view of Large facilities, modern equipment and MS/MR. trained professionals are the norm. Further­ more, managers of R& D oriented com­ Personnel, implementation, and control panies appear to believe that continuing, high-quality work is most cost-effective. In Recasting the marketing scientist's role these circumstances, marketing has very and mode of operation in the image of the modest directional impact, largely re­ R& D worker's role and mode of operation sponding to the needs of the sales organi­ is a feasible and desirable goal. Several sation. Little emphasis is placed on the conditions must be met before it can be regular analysis of markets and product achieved. First, the quality of personnel must opportunities. be steadily improved. An MS/MR depart­ ment should be as intolerant of an incompe­ The most interesting contrast, however, is tent model builder or data analyst as a found when comparing the position of pharmaceutical body is of a poorly trained marketing science, marketing research pro­ microbiologist. Second, management must fessionals in marketing-oriented environ­ be convinced that MS/MR can make the ments with the position of R& D pro­

Journal

Management Research News – Emerald Publishing

Published: Apr 1, 1978

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