The status of marketing information systems, decision support systems and expert systems in the marketing function of U.S. firms

Higby, Mary A.; Farah, Badie N.

doi:10.1016/0378-7206(91)90025-w

Cited by 35 publications

(23 citation statements)

References 13 publications

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“…The table shows that goals and objectives were considered most important, followed by marketing information, industry experience and financial structure. These results seem consistent with recent overseas findings, eg Higby and Farah (1991). Around 85 per cent of respondents in each individual industry sector considered marketing information either very important or important in the formulation of marketing decisions To sum up, the analysis suggests that respondents were of the view that marketing is a major contributor to the organisation's success and that marketing information plays a key role in the formulation of marketing decisions.…”

Section: Key Findingssupporting

confidence: 87%

“…A recent study by Higby and Farah (1991) seemed to indicate that for the US at least, progress in the development of MDSS is being made, as MDSSs were used by 91 percent of marketing managers in their sample. This is in stark contrast to the early 1970s when the Boon and Kurtz (1971) survey indicated only about one third of Fortune 500 companies had MDSS.…”

Section: Recent Mdss Literaturementioning

confidence: 99%

“…Marketing Decision Support Systems (MDSSs) have increased in importance and popularity in recent times, especially in the UK and the USA (see for example, Higby and Farah (1991), Eisenhart (1990)). However, little is known about the extent to which the MDSS technology is currently used in Australia, or about the scope for the new technology in Australia towards the year 2000.…”

Section: Introductionmentioning

confidence: 99%

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Marketing Decision Support Systems and Australian Businesses: A Queensland Case Study and Implications Towards 2000

Buttery¹,

Tamaschke²

1997

Journal of Management & Organization

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AbstractLittle is known about the extent to which the Marketing Decision Support System (MDSS) technology is currently used in Australia, or about the scope for the technology in Australia towards the year 2000. This paper reports the results of recent survey research into MDSS in Queensland by industry sector (agriculture and mining, manufacturing, construction, and services). The results suggest that there is an urgent need to boost the pace of MDSS development in all industry sectors, and that this should be given a high priority in government policy initiatives to enhance Australia's competitive advantage. It is possible, otherwise, that the present gap in information usage between Australia and its competitors will widen, with consequent negative implications for the nation's current account deficit, foreign debt and unemployment.

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Section: Key Findingssupporting

confidence: 87%

Section: Recent Mdss Literaturementioning

confidence: 99%

Section: Introductionmentioning

confidence: 99%

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Marketing Decision Support Systems and Australian Businesses: A Queensland Case Study and Implications Towards 2000

Buttery¹,

Tamaschke²

1997

Journal of Management & Organization

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“…Higby and Farah (1991) found that in the US, 32% of the companies had installed some form of marketing decision support system 3. In The Netherlands, Van Campen et al (1991) estimated the penetration of marketing decision support systems at 37% 4.…”

Section: Introductionmentioning

confidence: 99%

Marketing decision support systems: Adoption, use, and satisfaction

Wierenga

Ophuis²

1997

International Journal of Research in Marketing

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This paper deals with marketing decision support systems (MDSS) in companies. In a conceptual framework five categories of factors are distinguished that potentially affect adoption, use, and satisfaction: external environment factors, organizational factors, task environment factors, user factors and implementation factors. Hypotheses are developed and tested on data from a survey of 525 companies. The factors that determine the adoption of an MDSS are different from the factors that affect the success of an MDSS, once it has been installed. For adoption, support from inside the company, communication and knowledge about MDSS are crucial. For the subsequent success of an MDSS, involvement of the user, sophistication, adaptability of the system and the possibility of direct interaction with the system are important. MDSS are primarily adopted to obtain information and not to upgrade (add value to) existing information. Companies in consumer goods are ahead of companies in the business-to-business sector, but this difference is likely to decrease in the future. © 1997 Elsevier Science B.V.

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“…Fletcher (1983) also found little change in the adoption of MkiS since previous research in 1975 and that management was still reluctant to adopt a sophisticated MkiS to allow it to spot market opportunities and overcome competition. Recent studies by Rogers (1982, 1985) and Higby and Farah (1991) suggest that the use of MkiS by a number of firms has increased more than was previously reported in earlier studies, but that the benefits from the use of MkiS has not been reaped by the majority of businesses (Lewis, 1990, Guimaraes & Ramanjuan, 1986. According to Lewis (1990) some, 700,000 American corporations with 20 employees or more have not yet begun to use marketing information.…”

Section: Introductionmentioning

confidence: 85%

The Quest for the Dependent Variable to Measure Marketing Information System Success: An Empirical Investigation

Seth

Scott

Katahira

et al. 2015

Proceedings of the 1995 World Marketing Congress

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This paper examines the suggested and implied linkages relating to the measurement of information system success as proposed by DeLone and McLean (1992), within a marketing information systems framework. Empirical support is found for some of the suggested linkages, however, others are found not to hold true. In addition, the number of suggested dimensions for information systems success are found to number only five in the case of marketing information systems, rather than the six that have been found to exist in the case of other information systems. A path diagram of marketing information systems success is developed and evaluated, and the implications of the different findings are discussed.

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The status of marketing information systems, decision support systems and expert systems in the marketing function of U.S. firms

Cited by 35 publications

References 13 publications

Marketing Decision Support Systems and Australian Businesses: A Queensland Case Study and Implications Towards 2000

Marketing Decision Support Systems and Australian Businesses: A Queensland Case Study and Implications Towards 2000

Marketing decision support systems: Adoption, use, and satisfaction

The Quest for the Dependent Variable to Measure Marketing Information System Success: An Empirical Investigation

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