The paper deals with the tasks and roles of researchers in the innovation process. These primarily derive from the nature and the final purpose of an innovation. The central thesis is of this paper is that the prime role of marketing researchers in the innovation process should be that of an active facilitator and energizer- a continuous member of the innovation team providing knowledge and adequate tools which promote the development of innovation on a valid theoretical basis. This means a fundamental shift compared to the usual marketing process involving changes at all levels: research theory and concrete tasks (paradigm free research) as well as in client relations. The authors outline the scope for innovation in marketing research which stimulates the development of new approaches and innovation in research.
This paper aims to illuminate and investigate the discrepancy between the excellent knowledge of good qualitative research and the practice of applied qualitative research.
This paper is concerned with illuminating and investigating the discrepancy between the excellent knowledge on good qualitative research and the practice of applied qualitative research. The analysis leads to the conclusion that first of all there is need for a new and clear definition of the paradigm of qualitative research, in order to know what we talk and negotiate about. The investigation of frequent mistakes and weaknesses in the practice of qualitative research reveals a number of causes which, in a way, are inherent in the system, structure and procedures of modem marketing. The MORTAL SINS of qualitative researchers contribute to consolidate these problems, allowing qualitative research to be abused by unprofessional researchers. The analysis leads to concrete conclusions how the effectiveness of qualitative research could be improved in practice. This pre-requires a change of mind set and behaviour with both partners involved: research buyers and research suppliers. One of the preconditions for an effective change is to give up the global label of "qualitative research", which is misleading and void of meaning.
Modern saturated markets differ from the old markets in many respects. The rules of success and failure have changed. Conservative marketing confined to the perfecting and variation of old product categories often degenerates into fruitless games which dont dynamize the market and bore the consumers. Changes in the existing market conditions can only be achieved by substantial innovations. The basis for successful innovations lies in activating the "invisible" latent consumer expectations: Expectations that are subconscious, vague and not yet expressed. There is no lack of such latent expectations even in saturated markets. On the contrary, analysis reveals that there are progress gaps in many sectors because manufacturers fail to keep pace with the development of these expectations. Lack of visions or anti-progressive structures in many companies are one of the causes of this progress gap. But also many instruments of marketing research have an anti-progressive effect or are unsuitable to detect latent consumer expectations and give the producers reliable guidance for long-term planning. Marketing research for innovations has to make use of theoretical assumptions and methods other than marketing research for the administration or control of established markets. This paper describes the background, the theoretical pre- requisites and the methodological design of two prototypical examples of market- ing research for innovations.
Modern saturated markets differ from the old markets in many respects. The rules of success and failure have changed. Conservative marketing confined to the perfecting and variation of old product categories often degenerates into fruitless games which don't dynamize the market and bore the consumers. Changes in the existing market conditions can only be achieved by substantial innovations. The basis for successful innovations lies in activating the "invisible" latent consumer expectations: Expectations that are subconscious, vague and not yet expressed. There is no lack of such latent expectations even in saturated markets. On the contrary, analysis reveals that there are progress gaps in many sectors because manufacturers fail to keep pace with the development of these expectations. Lack of visions or anti-progressive structures in many companies is one of the causes of this progress gap. But also many instruments of marketing research have an anti-progressive effect or are unsuitable to detect latent consumer expectations and give the producers reliable guidance for long-term planning. Marketing research for innovations has to make use of theoretical assumptions and methods other than marketing research for the administration or control of established markets. This paper describes the background, the theoretical prerequisites and the methodological design of two prototypical examples of marketing research for innovations.
The New Europe represents a unique challenge to companies and the research industry alike. Its structures and market dynamics are not yet firmly established. There are no valid "maps" or orientation systems which would be needed for reliable decision-making in this pan-European market. A critical review of the traditional practices in international ad-hoc research demonstrates that it fails to meet the new requirements. It leaves the manager alone with the task of discovering and designing the New Europe as a market. Decisions are taken without the active contribution of marketing research. The intercultural approach opens up new perspectives for the solution of these problems. It defines modes of thinking, procedures and research designs in which old and new marketing research techniques are used in rearranged form. In addition, it is an approach which includes the transformation of styles of cooperation between researchers from different countries and of the relationship between the users and suppliers of marketing research. We are still far from having resolved all tasks and problems involved. But we are probably closer to a solution than might be assumed, provided that we agree on the targets and improve our skills in recognising and utilising the opportunities inherent in this confrontation of different cultures, traditions and research styles. The present paper deals primarily with the type of research which is generally classified as "qualitative". Its findings and conclusions, however, can equally be applied to large sections of what is habitually referred to as "quantitative" research, at least to the extent to which the latter is concerned with the analysis of markets.
The New Europe represents a unique challenge to companies and the research industry alike. Its structures and market dynamics are not yet firmly established. There are no valid "maps" or orientation systems which would be needed for reliable decision-making in this pan-European market. A critical review of the traditional practices in international ad-hoc research demonstrates that it fails to meet the new requirements. It leaves the manager alone with the task of discovering and designing the New Europe as a market. Decisions are taken without the active contribution of marketing research. The intercultural approach opens up new perspectives for the solution of these problems. It defines modes of thinking, procedures and research designs in which old and new marketing research techniques are used in rearranged form. In addition, it is an approach which includes the transformation of styles of cooperation between researchers from different countries and of the relationship between the users and suppliers of marketing research. We are still far from having resolved all tasks and problems involved. But we are probably closer to a solution than might be assumed, provided that we agree on the targets and improve our skills in recognising and utilising the opportunities inherent in this confrontation of different cultures, traditions and research styles. The present paper deals primarily with the type of research which is generally classified as "qualitative". Its findings and conclusions, however, can equally be applied to large sections of what is habitually referred to as "quantitative" research, at least to the extent to which the latter is concerned with the analysis of markets.