Marketing information systems

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Moderators of market orientation

Moderators are those factors that are not antecedents or direct consequences of market orientation, but that can nevertheless influence business performance. Business performance can be moderated by supply and demand side moderators that are not necessarily directly influenced by market orientation factors. The main sources of moderating factors are market and technological turbulence and competitive intensity. It could be argued that market orientation is not a suitable philosophy in all types of environments. For example, in environments where extreme market turbulence, competitive intensity and technological turbulence are present market orientation may in fact be inhibiting the lightning fast ‘instinctive’ reactions to environmental changes that are often needed to surv

DEVELOPING MARKET ORIENTATION

The literature provides a number of examples and guidelines for implementing market orientation. Some natural ‘inhibitors’ or negative influences on market orientation have been identified. In a sense, these are similar to moderators, but are internal to the organization. For example, Nel et al (1996) found that service companies tend to perform worse than manufacturing and retail/ wholesale companies in the area of market orientation. Larger companies tend to perform worse than smaller companies – in other words, large size is an ‘inhibitor’ of market orientation. All companies experience the most problems (of the three areas of market orientation) with intelligence disseminatio

REASONS FOR MKIS IN SERVICE ORGANIZATIONS

There are many reasons why MKIS have become a necessity rather than a luxury for any industry. Pitt & Bromfield (1994:19-20) summarize some of the most important reasons as follows: • Time pressures necessitate more and better decisions in less time. • Greater quantities and quality of marketing information is required across a broader scope of activities. • Intelligent decisions are required to maximize the use of scarce resources. • Customers have higher expectations, requiring more careful decisions, for example on customer care programs. This necessitates the use of MKIS to support decision-makin

Benefits

Correctly implemented, MKIS can deliver many benefits to the organization. Talvinen & Saarinen (1995:20) list a number of these. Placing it in the context of the study, MKIS can potentially create the following benefits in terms of marketing information in the organization: • Accurate marketing records, due to less human intervention and more diligent information gathering from source systems. • Improved analysis of marketing activities. Since more powerful systems for analysis and more complete data may be a result of MKIS, this may lead to better quality decisio

THEORETICAL MODELS OF MARKETING INFORMATION SYSTEMS

This section provides a discussion of various MKIS theories. What complicated the selection of models for discussion was the fact that there are no generally accepted MKIS (Li 1995:15). Instead it tends to be specific to the organization or industry it serves. The selected MKIS theoretical models are the following: • The model of Kotler (2000) is a model that originated almost 30 years ago, and has been adapted and modernized to incorporate technological changes. It is a model with a proven track record and is well known in the industry (see for example Li 1995:1

TABLE OF CONTENTS :

• CHAPTER 1 INTRODUCTION
  • 1.1 INTRODUCTION
  • 1.2 BACKGROUND TO THE PROBLEM
    • 1.2.1 The Industrial Revolution
    • 1. 2. 2 The mass production era
    • 1. 2. 3 The mass marketing era
    • 1.2.4 The post-industrial era
    • 1. 2. 5 The era of strategic marketing management
  • 1.3 THE IMPORTANCE OF INFORMATION IN MANAGING CHANGE
  • 1.4 KEY DEFINITIONS
    • 1.4.1 Management Information Systems (MIS)
    • 1.4.2 Marketing Information Systems (MKIS)
    • 1.4.3 Marketing Decision Support Systems (MOSS)
    • 1.4.4 Marketing Information
  • 1.5 THE IMPORTANCE OF MKIS IN MARKETING
  • 1.6 THE EVOLUTION OF MKIS
    • 1. 6. 1 Electronic Data Processing (EDP)
    • 1.6.2 The Marketing Information System (MKIS)
    • 1. 6. 3 Marketing Decision Support Systems
  • 1. 6.4 High-order Convergence ·
  • 1.7 MARKETING INFORMATION IN THE SERVICES INDUSTRY
  • 1.8 PROBLEM STATEMENT
  • 1.9 STUDY OBJECTIVES
  • 1.10 RESEARCH METHODOLOGY
• 1.11 CHAPTER OUTLINE
  • 1.12 CONCLUSION
• CHAPTER 2 SERVICE ORGANIZATIONS AND THE USE OF MARKETING INFORMATION
  • FOR DECISION-MAKING
  • 2.1 INTRODUCTION
  • 2.2 THE NATURE OF SERVICES MARKETING
    • 2. 2. 1 Intangibility
    • 2. 2. 2 Perish ability
    • 2. 2. 3 Inseparability of production and consumption
  • 2.2.4 Variability of service
    • 2. 2. 5 Customers take part in creating the service
    • 2. 2. 6 People form part of the product
    • 2. 2. 7 Quality control issues
    • 2. 2. 8 Customer evaluation
    • 2. 2. 9 Time constraints
    • 2. 2. 10 Different distribution channels
    • 2. 2. 11 Relationship
  • 2.3 THE SERVICE DELIVERY PROCESS
  • 2.4 THE SERVICE PURCHASING DECISION PROCESS
    • 2. 4. 1 Pre-purchasing phase
    • 2.4. 2 Service encounter
    • 2. 4. 3 Post-purchase evaluation
  • 2.5 ANTECEDENTS OF CUSTOMER SERVICE EXPECTATIONS
  • 2.5.1 Internal factors
  • 2. 5. 2 External factors
  • 2. 5. 3 Situational facto
• CHAPTER 3 MARKET ORIENTATION
  • 3.1 INTRODUCTION
  • 3.2 DEFINING MARKET ORIENTATION
  • 3.3 THE IMPORTANCE OF MARKET ORIENTATION
  • 3.4 A MARKET ORIENTATION MODEL
  • 3.4. 1 Antecedents of market orientation
  • 3.4. 2 Consequences of market orientation
  • 3. 4. 3 Moderators of market orientation
  • 3.4.4 An integrated model
  • 3.5 MEASURING MARKET ORIENTATION
  • 3.6 DEVELOPING MARKET ORIENTATION
  • 3.7 MARKET ORIENTATION AND MKIS
  • 3.8 CONCLUSION
• CHAPTER 4 MARKETING INFORMATION SYSTEMS ..•
  • 4.1 INTRODUCTION
  • 4.2 REASONS FOR MKIS IN SERVICE ORGANIZATIONS
  • 4.3 BENEFITS AND POTENTIAL PROBLEMS OF MKIS
  • 4.3.1 Benefits
  • 4. 3. 2 Potential problems
  • 4.4 AN OVERVIEW OF THE USE OF INFORMATION TECHNOLOGY IN MARKETING
  • 4.4. 1 Management Information Systems (MIS)
  • 4.4.2 Database technologies
  • 4.4.3 Transactional systems
  • 4.4.4 Office automation
  • 4.4.5 Database marketing
  • 4.4. 6 Other IT trends that will impact on the marketing function
  • 4.4. 7 The CIMa model
  • 4.5 THEORETICAL MODELS OF MARKETING INFORMATION SYSTEM
• CHAPTER 5 FORMULATING A MARKETING INFORMATION SYSTEM FOR SOUTH AFRICAN SERVICE ORGANIZATIONS
• CHAPTER 6: RESEARCH METHODOLOG
• CHAPTER 7 RESEARCH RESULTS
• CHAPTER 8 CONCLUSIONS AND RECOMMENDATION

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DEVELOPING A MARKETING INFORMATION SYSTEMS (MKIS) MODEL FOR SOUTH AFRICAN SERVICE ORGANIZATIONS