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Marketing research performance and strategy

Bednall, David and Valos, Michael 2005, Marketing research performance and strategy, International journal of productivity and performance management, vol. 54, no. 5-6, pp. 438-450, doi: 10.1108/17410400510604575.

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Title Marketing research performance and strategy
Author(s) Bednall, DavidORCID iD for Bednall, David
Valos, Michael
Journal name International journal of productivity and performance management
Volume number 54
Issue number 5-6
Start page 438
End page 450
Publisher Emerald
Place of publication Bingley, England
Publication date 2005
ISSN 1741-0401
Keyword(s) market research
performance management
non-profit organizations
Summary Purpose - To investigate whether strategic orientation affects the evaluation of specific market research projects in for-profit firms.
Design/methodology/approach - A small-scale follow-up survey was conducted, building on qualitative and quantitative research among a sample of the top-1,000 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 analysers 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 limitations/implications - The study was based on a small sample of market research projects in Australian for-profit firms. Future studies need to study these phenomena more intensively using ethnographic methods and more extensively using larger multi-country 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.
Originality/value - Contributes to an understanding of how strategic orientation relates to the ways market research information is used within the firm.
Language eng
DOI 10.1108/17410400510604575
Field of Research 150599 Marketing not elsewhere classified
HERDC Research category C1 Refereed article in a scholarly journal
Copyright notice ©2005, Emerald Group Publishing Limited
Free to Read? Yes
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