The implementing of an ISM in a firm is a long and complex operation as it is not only a question of the construction of technical tools, but equally and especially the insertion in the firm of a work method placing data processing at the service of marketing . It consequently insists on the close cooperation of the specialists of these systems and those individuals responsible for the marketing and data processing of the firm. We are not going to present here in detail the numerous stages of the implementing of an ISM, but limit ourselves to some essential aspects of its development; the designing or its initial schema director, its progressive validation, the sequence of different sub-systems which compose it, the experimentations to which it leads and its pedagogical role.
The implementing of an ISM in a firm is a long and complex operation as it is not only a question of the construction of technical tools, but equally and especially the insertion in the firm of a work method placing data processing at the service of marketing . It consequently insists on the close cooperation of the specialists of these systems and those individuals responsible for the marketing and data processing of the firm. We are not going to present here in detail the numerous stages of the implementing of an ISM, but limit ourselves to some essential aspects of its development; the designing or its initial schema director, its progressive validation, the sequence of different sub-systems which compose it, the experimentations to which it leads and its pedagogical role.
Company management is often faced with the problem of choosing between strategies with a multitude of consequences whose overall effects are difficult to assess. The manager is liable to overestimate the importance of some factors of which experience or temperament have rendered him more aware, and to neglect others, thereby being prompted to make the wrong choice. This risk can be diminished by the use of strategy models which express the relative profitability of various options in terms of parameters, the latter being less difficult to assess or else easily measured by surveys. Our point of departure is a simple example of a model as applied to a proposed joint marketing venture between two competitor firms which will be followed by an outline of the wider implications. First, we shall present our example; next, we shall describe how the model was built; and finally, we shall show how the model was used to arrive at a decision.
Company management is often faced with the problem of choosing between strategies with a multitude of consequences whose overall effects are difficult to assess. The manager is liable to overestimate the importance of some factors of which experience or temperament have rendered him more aware, and to neglect others, thereby being prompted to make the wrong choice. This risk can be diminished by the use of strategy models which express the relative profitability of various options in terms of parameters, the latter being less difficult to assess or else easily measured by surveys. Our point of departure is a simple example of a model as applied to a proposed joint marketing venture between two competitor firms which will be followed by an outline of the wider implications. First, we shall present our example; next, we shall describe how the model was built; and finally, we shall show how the model was used to arrive at a decision.