Eric Kim at Samsung and Intel Marketing Research Help

Eric Kim earned an undergraduate degree in physics at Harvey Mud College in  a masters in engineering at lJCLA; and an MBA at Harvard. He learned his current craft at such places a, Lotus Development Corp., D&B, and Spencer Trask Software Group. a technology-focused venture-capital firm in New York City. Spencer Trask CEO Kevin Kimberlin remembers Kim as the rare executive who knows software and electronics and is also skilled in marketing and marketing research-and in closing tough deals

When Kim arrived at Sarnsung in 1999, he realized that the basic problem lay in the brand image and that the Samsung brand was perceived to be inferior to other brands with comparable product s. To confirm his intuition and dig out specific, actionable issues, he conducted marketing research involving focus groups. depth interviews. and surveys of channel partners and customers. The research revealed that brand image was fuzzy and inconsistent from market to market. One reason was that it employed a gaggle of
55 ad agencies. Kim consolidated advertising. assigning Madison Avenue’s Foote. Cone & Belding Worldwide to coordinate Sarnsung’s global marketing. Kim made another smart move by sponsoring bigticket events like the Salt Lake City Olympics in 2002. gaining quick. cost-effective global exposure. When Kim left Sarnsung in 2004. the company had earned S 12.04 billion in net profits that year while many other retail-tech stars had fizzled. and business in the United States had more than tripled since 1999

The Role of Marketing Research In MIS and DSS

Earlier, we defined marketing research as the systematic and objective identification, collection, analysis. and dissemination of information for use in marketing decision making.i” The information obtained through marketing research and sources such as internal records and marketing intelligence becomes an integral part of the firm’s marketing information system (MIS). A marketing information system (MIS) is a formalized set of procedures for generating. analyzing. storing, and distributing information to marketing decision makers on an ongoing basis. Note that the definition of MIS is similar to that of marketing research, except that an MIS provides information continuously rather than on the basis of ad hoc research studies. The design of an MIS focuses on each decision maker’s responsibilities, style, and information needs. Information gathered from various sources, such as invoices and marketing intelligence, including marketing research, is combined and presented in a format that can be readily used in decision making. More information can be obtained from an MIS than from ad hoc marketing research projects, but an MIS is limited in the amount and nature of information it provides and the way this information can be used by the decision maker. This is because the information is rigidly structured and cannot be easily manipulated.

DSSGive FedEx an Exceptional Edge

Federal Express  with 2008 revenues of $37.953 billion. has grown into a network of companies, offering just the right mix of transportation, e-commerce, and business solutions. The FedEx worldwide network links you to more than 220 countries and territories, often within 24 to 48 hours. A major in FedEx’s success has been the advanced worldwide decision support systems that provide information on customers. Such information includes detailed aspects of every shipment such as ordering, billing, tracking, and tracing

As one example of the several strategic ways in which the DSS are used, FedEx has implemented highly sophisticated “Segment Management Marketing” (SMM). FedEx has developed a “value quotient” formula that allows marketers to analyze individual customers on a case-by-case analysis. This value quotient includes weights for strategic/competitive values of customers and profitability through a survey of 30 questions. The objectives help define the weight given to an individual customer and provide a more strategic perspective than simply using profit to pinpoint the value of a customer. FedEx has defined 14 highly specific customer segments based on consumer altitudes relating to price, reliability, urgency, safety of product, tracking, and proof of delivery. The current SMM, which is a part of the company’s DSS, includes family classifications and segments to help marketers further understand the customers they serve. Thus, FedEx has taken a very aggressive information-oriented approach to competition that will be the key to continued success


Sony's Digital Quest

Sony’s Digital Quest

The marketing research process outlined earlier in this chapter, which is followed by companies such as FedEx, was also adopted in the department store project

The Department Store Patronage Project

A department store patronage project that I conducted is used as a running example throughout this text to illustrate concepts and data analysis procedures. The purpose of this project was to assess the relative strengths and weaknesses of a major department store relative to a group of direct and indirect competitors. This store will be referred to as Sears; the true identity of the actual store has been disguised. The goal was to formulate marketing programs designed to boost the declining sales and profits of Sears. Ten major stores, including prestigious department stores (e.g., Saks Fifth Avenue, Neiman-Marcus), national chains (e.g., JCPenney), discount stores (e.g., Kmart, Wal-Mart), and some regional chains (e.g., Kohl’s) were considered in this study. A questionnaire was designed and administered, using in-home personal interviews, to a convenience sample of 271 households drawn from a major metropolitan area. A six-point scale was used (subjects were asked to check a number from I to 6) whenever ratings were obtained.The
following information was solicited

The study helped the sponsor to determine consumer perceptions of and preferences for the department stores. Areas of weakness were identified in terms of specific factors influencing the consumers’ choice criteria and in terms of specific product categories. Appropriate marketing programs were designed to overcome these weaknesses. Finally. a positioning strategy was developed to attain a desirable store image

Posted on November 28, 2015 in Introduction to Marketing Research

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