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Big Changes Will Deliver a Big Future: What marketing decision-makers expect their customer insight teams to deliver
Adam Riley and David Smith, ESOMAR, Best Paper Award, Congress, Istanbul, September 2013
This paper discusses the results of a survey of senior marketing decision makers into what clients expect from consumer insight teams.
This paper discusses the results of a survey of senior marketing decision makers into what clients expect from consumer insight teams. Building on the debate about whether consumer insights teams should move from focusing on research and data to becoming strategic advisors, this paper identifies the skill sets consumer insight professionals need to meet client expectations, and then explains how these skills can be embedded in the industry.
Organizational Research Reinvigoration: How a top-five media company reoriented itself around human insights
Christian Kugel and Cortney Henseler, ESOMAR, Congress, Istanbul, September 2013
This paper explains how AOL, the internet company, established a new consumer analytics and research team.
This paper explains how AOL, the internet company, established a new consumer analytics and research team. While AOL has historically struggled with the role of research, analytics and insights, the company has recently re-oriented itself around the voice of the consumer. In doing so, research became a critical function and central to the company's decision making. The paper also describes how this team's role has developed, and how other research organisations can replicate this success.
Agenda development for marketing research: the user's voice
Deborah Roberts and Richard Adams, International Journal of Market Research, Vol. 52, No. 3, 2010, pp. 329-352
The purpose of this paper is to articulate a research agenda for marketing, addressing the interests of the practitioner community, as well as academic researchers.
The purpose of this paper is to articulate a research agenda for marketing, addressing the interests of the practitioner community, as well as academic researchers. That is, one that we believe the marketing research community is in a strong position to champion and influence. The agenda is developed from an innovative consultative initiative that brought together academics and marketing practitioners, including members of the Market Research Society (MRS), over an extensive period. Drawing on consultations with managers and professionals in marketing practice, we scoped out and developed an understanding of the challenges confronting contemporary marketing practitioners, presented in the paper as eight research themes. This paper highlights the challenges facing contemporary managers in marketing, and shows where research attention is needed, along with where future investigation would best serve the concerns of practice as well as theory. Additionally, it provides some reflections on the implications of our process and outcomes for research in marketing and of our chosen mode of user involvement for relationships between the worlds of academe and practice.
Viewpoint – After 50 years of IJMR, the state of marketing
Malcolm McDonald, International Journal of Market Research, Vol. 50, No. 2, 2008, pp. 165-168
This Viewpoint, from Malcolm McDonald, looks at the current state of marketing, and the relationship between the academic community and marketing practitioners.
This Viewpoint, from Malcolm McDonald, looks at the current state of marketing, and the relationship between the academic community and marketing practitioners. It argues that academics must avoid talking about increasingly narrow issues in an increasing impenetrable language to an increasingly restricted audience, and that marketing as a whole is long overdue for a reality check, which should encourage a movement towards a more realistic and relevant pursuit of marketing excellence.
A roadmap for developing an integrated, audience-focused, market research-driven organisation
Heidi Schultz, David Haigh and Don E Schultz, ESOMAR, Annual Congress, Lisbon, Sept 2004
Marketing and marketing research are being marginalized in most organizations. This marginalization comes from the organization’s focus on supply-chain management and the organizational structures employed.
Marketing and marketing research are being marginalized in most organizations. This marginalization comes from the organization’s focus on supply-chain management and the organizational structures employed. Further, market research managers contribute to the marginalization through their focus on “research tools” rather than research strategy and information development. The authors argue that market and marketing research must move to a higher level in the organization and that can be done only by developing processes, not more tools. A seven-step integrated market and marketing research system is introduced and explained as one solution to the marginalization issue.
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