This paper is concerned with a study commissioned by a local authority in London to check reactions of residents to a scheme by which traffic re-routing eased congestion on most roads at the inevitable expense of increased congestion on some. Pressure groups, mainly representing the residents adversely affected, had presented evidence of opposition at a higher degree of intensity than that shown by a representative sample. The paper continues with a discussion of the dangers of "amateur" research which does not used those aware of research procedures and problems. But it stresses, too, the fundamental dilemma of a survey concerned with an issue on which (unlike most of those in market research) everybody is involved whether or not they are aware of it. To inform the ignorant in the sample makes them no longer representative of the relevant universe. An experimental survey is described in which, before answering certain questions, respondents were given the opportunity to study in great detail the reasons behind the scheme under study. Results would appear to indicate that such a technique creates more problems than it solves. In conclusion, a plea is made for more continuous research in local government. A problem can then be studied at all stages rather than simply at a single point in time.
One of the main problems concerning marketing research is that of the effective use of the results and their integration into the decision-making process. Although much effort has been devoted to the improvement of research methods, one has in general paid much less attention to the gap which might exist between research and decision-making. This often results in a considerable loss of potentially useful information. Identifying and measuring the usefulness of studies constitutes one of the main difficulties in the examination of this problem. Measuring the efficiency of research by their ability to improve decisions indeed poses considerable problems. Another possible approach consists in measuring this usefulness in terms of the user's satisfaction (or dissatisfaction) level ; this factor may determine the effective use of the results. The object of this paper is to set forth the results of an inquiry into the use of marketing research in the largest French firms, as well as into the attitudes toward them of marketing heads in these companies.
One of the main problems concerning marketing research is that of the effective use of the results and their integration into the decision-making process. Although much effort has been devoted to the improvement of research methods, one has in general paid much less attention to the gap which might exist between research and decision-making. This often results in a considerable loss of potentially useful information. Identifying and measuring the usefulness of studies constitutes one of the main difficulties in the examination of this problem. Measuring the efficiency of research by their ability to improve decisions indeed poses considerable problems. Another possible approach consists in measuring this usefulness in terms of the user's satisfaction (or dissatisfaction) level ; this factor may determine the effective use of the results. The object of this paper is to set forth the results of an inquiry into the use of marketing research in the largest French firms, as well as into the attitudes toward them of marketing heads in these companies.
The purpose of this paper is simply to describe a proposal for the use of a consumer panel. The techniques employed are well known and do not call for reference to a bibliography or for complicated theoretical explanation. We deal here with a first series of applications; others of a more complex nature are currently being worked out and are not yet ready for presentation. The basic advantage of these procedures is that they constitute a form of analysis that is of immediate practical use - a "feet on the ground" approach that is directly applicable by anyone who has had a minimum of training in marketing.
The purpose of this paper is simply to describe a proposal for the use of a consumer panel. The techniques employed are well known and do not call for reference to a bibliography or for complicated theoretical explanation. We deal here with a first series of applications; others of a more complex nature are currently being worked out and are not yet ready for presentation. The basic advantage of these procedures is that they constitute a form of analysis that is of immediate practical use - a "feet on the ground" approach that is directly applicable by anyone who has had a minimum of training in marketing.
If someone asks for a recommendation on interview technique the consumer researcher will probably mention personal, postal and telephone in that order. If someone ask specifically about telephone interviewing the researcher will probably say "quick and cheap but, since ownership is so low and biased toward upper income households, its use is invalidated". Consequently the aim of this paper is to demonstrate that the telephone has greater potential as a tool for consumer research. The paper comprises a note on the development of the telephone, then a review of relevant literature followed by consideration of the benefits and disadvantages of the telephone as a tool for communication. Representativeness and sampling procedures are next briefly considered and finally three practical cases are discussed.
This paper describes the contribution of market research to the work of a multi-brand study group set up by Esso Petroleum in the U.K. to find an answer to the questions: How many brands does Esso need in the U.K.? At which market segments should they be directed? How should the market research policies differ? The market research work comprised chiefly two segmentation studies, one dealing with independent petrol retailers, the second with motorists. The dealer segmentation made use of an existing study. It had to be repeated after the first attempt failed. A special survey of 2,000 motorists formed the basis of the second segmentation study. The interpretation of both studies led to broadly the same conclusion, that to integrate Esso and Cleveland into one strong brand was the optimum group strategy. This recommendation was accepted and has since been implemented.
The package is the last message transmitted to the consumer before he makes his decision to buy or not to buy. But is the message always understood? Many things have changed in the last few years. Products, packaging techniques, the environment of the package. The consumer. Has the message-package followed? This is not certain. And how should packaging develop to keep up with the new changes which can already be foreseen?
Media have very different characteristics, not only in terms of differences in readership or listenership and this type of related dimensions, but I am also thinking of differences in communication capacity based on differences in the level of abstraction which belong to the technical aspects of different media, and even stronger because in quite a number of cases they are a direct result of the technique used. I even believe that differences in the level of abstraction are in fact the real differences between media, independent of the technique used.
Market researchers have long been arrogant enough to believe that market research can find ideas for new products and market segmentation techniques have often been advocated for this purpose. Yet research has proved not cost effective in the initial new product search for the following reasons: 1) consumers are not bristling with needs and do not know what they like till they see it; 2) segmentation techniques have been expensive and difficult to interpret; 3) the results have usually been obvious or not actionable. Criticism of research in idea generation does not remove its need for validation. Following identification of the market opportunity, search for a concept and development of shortlisted concepts, research is most useful in testing the developed concepts which should ideally include a representation of the product and the packaging. If the approach outlined is accepted, there is clearly need for much reorganisation both among clients and among market research organisations. Market research should be more closely integrated into the marketing and financial process of new product development and should be assessed entirely on its cost effectiveness.