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1.
Taking the guesswork out of budgeting
Paul Dyson and Karl Weaver, Admap, February 2008, Issue 491, pp.26-28
This article explains how risk assessment techniques can be applied to market budgeting. Econometric analyses, however accurate, cannot predict what will happen, so its use must be based on informed g ...
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2.
The Fragrance Industry: assessing opportunities and threats to the global market
Diana Dodson and Clare Lees, ESOMAR, Fragrance Conference, Paris, November 2007
This paper reviews the size of the cosmetics and toiletries fragrance market globally and regionally. By describing the key macro-economic, consumer and industry trends and influences shaping market p ...
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36 times
3.
5 Ways Marketing Forecasts Flounder
MarketingNPV, Volume 4, Issue 3, 2007
Forecasting should be a critical element in the strategic planning arsenal, and a CMO who allows it to be marginalised by conflicting agendas or the marketing team's aversion to statistical analysis w ...
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112 times
4.
Actionable consumer insights: turning environmental concerns into competitive advantage
Richard Atkinson, ESOMAR, Consumer Insights Conference, Milan, May 2007
This paper discusses how consumer insight can play a valuable role in helping companies tackle one of the key business issues of the moment: climate change. It explores the growing pressure and opport ...
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302 times
5.
Noodles and pastas of Asia's evolving markets
Manish Makhijani and Nehal Medh, ESOMAR, Asia Pacific Conference, Kuala Lumpur, March 2007
This paper looks at the longitudinal analysis of different categories in Asia to understand how the market is evolving and to compare the direction of evolution with the European market. The aim is to ...
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262 times
6.
Score a bull's-eye
Amy Syracuse, The Advertiser, February 2007
Marketing has often been seen as the preserve of creatives working on instinct rather than calculation. As the pressures on companies and brands increase, however, a more scientific approach may be re ...
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7.
Does empirical science have a place in marketing?
Colin McDonald, Market Leader, Autumn 2006, Issue 34, pp.58-59
The Ehrenberg-Bass Institute, established in March 2006, celebrates the work of two pioneers in marketing science. This article explains why empirical science is necessary for marketing and why market ...
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8.
New research to quantify the linkage that really matters
Brian Smith, Malcolm McDonald and Keith Ward, Market Leader, Autumn 2006, Issue 34, pp.55-57
This paper argues that the tools for assessing business risk are inadequate, yet some form of assessment of the probable return on capital is necessary. Describes `Marketing Due Diligence', a tool dev ...
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9.
Proceed with caution
Chris Warren, The Advertiser, August 2006, pp.25-30
Argues the importance of distinguishing between long-term trends, which have real impacts on and opportunities for the business, and short-term fads which fail to last (such as the Atkins diet). Compa ...
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10.
Use a dashboard when driving your marketing
Tim Ambler, Market Leader, Summer 2006, Issue 33, pp.53-56
Under pressure for greater accountability, few marketers dispute the need for improved means to monitor performance and to justify budgets. However, this article argues that the traditional use of a ' ...
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11.
Unearthing TURF
Michael Lieberman, Admap, April 2006, Issue 471, pp.46-48
Michael Lieberman, founder and president of Mutivariate Solutions, explains some of the most popular uses for the statistical optimisation tool - 'Totally Unduplicated Reach and Frequency' (TURF) anal ...
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58 times
12.
Measuring the Value of Insight - It Can and Must be Done
Steve Willis and Sally Webb, Market Research Society, Annual Conference, 2006
Do researchers really want to be the pro-active, consultant level professionals that they so often claim? Or are they actually happier in a reactive role, applying their professional skills to meet th ...
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45 times
13.
Competitive market analysis from a demand approach: An application of the Rotterdam demand model
Emilio Ruzo, José M. Barreiro and Fernando Losada, International Journal of Market Research, Vol. 48, No. 2, 2006, pp.193-236
The design of successful marketing strategies requires knowledge of the competitive market structure as well as the competitive patterns that exist in the market. Only with this prior knowledge can we ...
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161 times
14.
Can advertising help to maintain dynamic market equilibrium?
Macarena Estevez, ESOMAR, Latin America Conference, Buenos Aires, September 2005
This paper utilises the FMCG category in a mature market with sustained equilibrium and a considerable number of well-established products to assess two assumptions: the stability of the system throug ...
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16 times
15.
Pushing the boundaries of the 'research debrief' - quantifying the impact of strategic recommendations
Vittorio Raimondi, Nila Sanyal and Robin Cleland, ESOMAR, Annual Congress, Cannes, September 2005
Quantitative market research typically ends with a summary of strategic options. However, in most cases the client is left with poor or no quantification of specific recommended actions; making it dif ...
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28 times
16.
Predicting the unpredictable - agent-based models for marketing research
David G. Bakken and Roger A. Parker, ESOMAR, Annual Congress, Cannes, September 2005
Tipping points, viral marketing, the butterfly effect – marketers today want to understand and take advantage of these “emergent” phenomena. Outside of marketing research, innovative social and comput ...
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36 times
17.
Attractive models
Andrew Greenyer, Admap, June 2005, Issue 462, pp.32-34
In this article Andrew Greenyer, director of customer relationship solutions at Group 1 Software, reviews the role of data in business, examines how data availability is becoming more limited, and des ...
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18.
Why CRM is about caring, not technology
Peter Rosenwald, Admap, June 2005, Issue 462, pp.28-31
Peter Rosenwald, author of Accountable Marketing: The Economics of Data-driven Marketing, explores the cost/benefit relationship of CRM. Using examples he illustrates how CRM costs can be modelled, an ...
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90 times
19.
How to demonstrate marketing's profitability
Robert Shaw, Market Leader, Issue 29, Summer 2005, pp.24-28
Marketing’s credibility suffers from beliefs that its profitability cannot be calculated. Generalising from success stories and relying on `marketing metrics’ such as awareness, preference or satisfac ...
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83 times
20.
Getting your money's worth: virtual targeting
Michael Lieberman, Admap, January 2005, Issue 457, pp.42-44
Michael Lieberman, founder and president of Multivariate Solutions, explains ‘virtual targeting’, a technique for building a profile from a primary database and testing it, before applying it to a lar ...
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19 times
21.
Marketing science and market research: Bridging the gap
Peter S.H. Leeflang, ESOMAR, Marketing Conference, Warsaw, October 2004
In the past thirty years we have witnessed enormous productivity in market research techniques in marketing. Techniques have been developed to advance marketing knowledge and to aid management decisio ...
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22.
Measuring the sales impact of brand websites
Laurent Flores, Admap, October 2004, Issue 454, pp.78-79
Laurent Flores, founder and CEO of CRM Metrix, describes the development and calibration of a predictive model of the brand impact of websites. He argues that we must move from merely counting websit ...
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37 times
23.
How to fill the accountability gap in demand creation
Eric Einhorn, Journal of Advertising Research, Vol. 44, No. 3, September 2004, pp.255-261
Accountability is management's new mantra. The challenge comes from the fact that currently each discipline within the marketing communications plan is measured differently, so there can be no composi ...
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21 times
24.
Market Models and Modelling
Roderick White, Admap, September 2004, Issue 453, pp.12-13
This Best Practice article outlines the theory and practice of market modelling, especially econometric and marketing-mix modelling. With its comprehensive reading list, the article covers the role o ...
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122 times
25.
Five Ways to Better Forecasts
MarketingNPV, Volume 1, Issue 3, 2004
This article details five principles for achieving better marketing forecasts. They include adopting a structured approach, employing quantification, even if lacking in data, and, most importantly, al ...
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10 times
26.
Consumer behaviour and demand projections for the consumer electronics market in Brazil
Elisabete Paschoal, Ana Hutz, Gustavo Madi Rezende and Cristian Andrei, ESOMAR, Consumer Insight Conference, Vienna, April 2004
The paper shows how it is possible to measure the influence of short-term cyclical factors on consumers' purchasing decisions in conjunction with factors specific to the market under analysis and obta ...
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23 times
27.
How Much Unnecessary Risk is in Your Marketing Plan?
MarketingNPV, Volume 1, Issue 1, 2004
This article argues that marketing departments, unlike other parts of a company, are usually weak in risk assessment and management. There are two main reasons for this: fear of statistics and the fee ...
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50 times
28.
Brand management in the 21st century
Ruth Stanat, ESOMAR, Global Cross-Industry Forum, Miami, December 2003
This paper addresses changes in brand management in the 21st century and summarizes research conducted by SIS International that has uncovered five trends or significant changes in brand management.
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29.
The use of combined conjoint approaches to improve market share predictions
Beverley Henry, Gustavo Gurrieri and Allan Bowditch, International Journal of Market Research, Vol. 45, No. 3, 2003, pp.389-404
Within the pharmaceutical prescription sector, just like many other markets, maintaining competitive advantage has become increasingly difficult. In the healthcare arena, the period of time that a new ...
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30.
Best Practice: Marketing in the now
Corrina Fox and Peter Wells, Market Leader, Issue 21, Summer 2003, pp.58-62
Attempts to forecast sales and customer behaviour are mired in both the past and the mythical future. Techniques for forecasting the future are no more than educated guesses and provide a deceptive pl ...
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