Differences in the role of market research and internal CRM according to strategy type
Valos, Michael, Bednall, David and Callaghan, Bill 2004, Differences in the role of market research and internal CRM according to strategy type, in ANZMAC 2004 : marketing accountabilities and responsibilities, conference proceedings, ANZMAC, Dunedin, N.Z., pp. 1-8.
(Some files may be inaccessible until you login with your Deakin Research Online credentials)
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.
Unless expressly stated otherwise, the copyright for items in Deakin Research Online is owned by the author, with all rights reserved.
Every reasonable effort has been made to ensure that permission has been obtained for items included in DRO.
If you believe that your rights have been infringed by this repository, please contact firstname.lastname@example.org.