Towards a map of marketing information systems: an inductive study

Daniel, Elizabeth; McDonald, Malcolm

doi:10.1108/03090560310465161

Cited by 29 publications

(13 citation statements)

References 29 publications

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“…There is a wide range of technological tools to support marketing decision-making (see, for example, Daniel, Wilson & McDonald (2003) for a comprehensive review of IT tools and their use in marketing). However, Louw and Venter (2010) caution that technology alone is not always sufficient to support strategic decision-making, and that meaningful integration for purposes of strategic decision-making requires a combination of people, processes and technology.…”

Section: Data Integrationmentioning

confidence: 99%

The relationship between marketing intelligence and strategic marketing

Venter

Rensburg

2014

SAJEMS

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Despite the importance attached to MI and other marketing information functions, surprisingly few studies have explicitly examined the relationship between MI and strategic marketing decision-making. This article reports on a study conducted with the aim of determining the relationship between marketing intelligence (MI) and strategic marketing in South African organisations. A quantitative survey was conducted among 166 South African marketing decision-makers. The findings suggest a substantial gap between the importance and availability of key types of MI. Marketing decision-makers found the traditional MI and marketing tools of great value in supporting marketing decision-making, but the value of several of the newer MI tools and technologies was less clear. An analysis of MI practices suggested that MI quality and particularly information and communication technology (ICT) support for MI are areas requiring further attention.

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Section: Data Integrationmentioning

confidence: 99%

The relationship between marketing intelligence and strategic marketing

Venter

Rensburg

2014

SAJEMS

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“…CCM builds on the techniques designed for Customer Relationship Management (CRM) (Daniel et al, 2003;O'Leary et al, 2004;Varey et al, 2002,). CCM is a more advanced marketing philosophy than CRM in a sense that CCM truly 'places the customer in the middle': CCM also allows the organisation to gather very detailed information of their customers, thus accumulate a very deep understanding of customers served.…”

Section: The Evolution Of the Ccmmentioning

confidence: 99%

Customer empowerment in tourism through consumer centric marketing (CCM)

Niininen

Buhalis

March

2007

Qualitative Market Research: An International Journal

116

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Value: CCM will be expected as the norm in the travel industry by customers of the future, yet it is only the innovators who gain real tangible benefits from this development. We outline current and future opportunities to truly place your customer at the centre and provide the organisation with some real savings/gains through the use of ICT Practical Implications: We offer tangible examples for travel industry on how to utilise this new technology. The technology is already available and the ICT companies are keen to establish ways how consumers can utilise it, i.e. by providing 'content' for these ICT products the travel industry can fully gain from these developments and also enhance consumers' gains from it. This can result in more satisfied customers for the travel (as well as ICT) companies thus truly adopting the basic philosophy of marketing

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“…In interviews, qualitative and open-ended questions are posed to experts to obtain raw data in the form of narratives. The interview process follows a deductive approach (Newstead, Handley, Harley, Wright, & Farrelly, 2004) or an inductive approach (Daniel, Wilson, & McDonald, 2003). In the deductive approach, experts use a hierarchical structure to approach problems, while in the inductive approach, experts use a bottom-up structure and have no precise exemplars for many potential problems (Fischer, 1998).…”

Section: Interviewsmentioning

confidence: 99%

A Methodology for Constructing Collective Causal Maps*

Scavarda¹,

Bouzdine‐Chameeva²,

Goldstein³

et al. 2006

Decision Sciences

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This article develops a new approach for constructing causal maps called the Collective Causal Mapping Methodology (CCMM). This methodology collects information asynchronously from a group of dispersed and diverse subject-matter experts via Web technologies. Through three rounds of data collection, analysis, mapping, and interpretation, CCMM constructs a parsimonious collective causal map. 264A Methodology for Constructing Collective Causal Maps management. Causal maps are an essential tool for managers who seek to improve complex systems in the areas of quality, strategy, and information systems. These causal maps are known by many names, including Ishikawa (fishbone) diagrams, cause-andeffect diagrams, impact wheels, issue trees, strategy maps, and risk-assessment mapping tools. Causal maps can be used by managers to focus attention on the root causes of a problem, find critical control points, guide risk management and risk mitigation efforts, formulate and communicate strategy, and teach the fundamental causal relationships in a complex system. Only two basic methods for creating causal maps are available to managers today-brainstorming and interviews. However, these methods are limited, particularly when the subject-matter experts cannot easily meet in the same place at the same time. Managers working with complex systems across large, geographically dispersed organizations can employ the CCMM presented here to efficiently and effectively construct causal maps to facilitate improving their systems.

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Towards a map of marketing information systems: an inductive study

Cited by 29 publications

References 29 publications

The relationship between marketing intelligence and strategic marketing

The relationship between marketing intelligence and strategic marketing

Customer empowerment in tourism through consumer centric marketing (CCM)

A Methodology for Constructing Collective Causal Maps*

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