This paper reviews the system developed by Portland Latin America allowing reliable information on outdoor media to be gathered quickly, easily and economically. Applying technological developments to their research methodologies, it is now possible to produce and manage information at the speed of today's demands.
The question of quality regarding the information-gathering technique whose use has increased the most in Europe - and the United States - in the past ten years, namely, the computer-assisted telephone interview (CATI) has not received all the attention that its growing use in the market demands. This paper addresses the question from two complementary angles. In the first place, specific issues are addressed, using a Data Bank on the performance of CATI surveys, that refer to the locating of the respondent, subtitution, and refusals as well as their link to the variables that define the study, such as length, characteristics of the selection system, type of sample or subject matter covered by the survey. The second part of the paper analyzes the vision that Spanish users of research have of this information-gathering technique from the point of view of quality and its functional character as compared to the more traditional methods of data gathering. Lastly, the relationship between strengths and weaknesses of the technique that the empiricial analysis of its functioning reveals/makes clear is compared to the perception that these weaknesses and strengths present to the users.
The general trend towards decentralizing data processing is further emphasized by the specific requirements and structures of information existing in the various departments of a large company. What Steirerbrau needed most, besides technical parameters, was an information system offering standardized and yet flexible evaluations, possibilities for carrying out analyses in an interactive process and visualization of aggregated results for presentation purposes as well as simple operation. After having tested various systems the choice eventually was a system that proved its practicability when used with external data: the INF* ACT Workstation. In the sales area the simultaneous availability of internal and external data opens up interesting opportunities for analytical work. The situation in the area of production proved particularly complex: a myriad of most diverse parameters, data from various pre systems and lists, partly manual evaluations. In spite of technical difficulties, however, an integrated information system was created in this field also.
The role of on-line databases has been consistently developing in the pharmaceutical industry over the last 15 years. It is my firm belief that this role will increase in importance and impact in the next decade. Researchers have a need for faster access to a wider range of information, and agencies have a need to expand their customer base without having to establish offices all over the world. The EPhMRA database is a first significant step in the development of the greater use of databases in the pharmaceutical market research world. We are confident that it will play a significant role, and will become an invaluable tool for researchers in the industry.
The MIS system is a system developed for management within Marketing and Sales at Volvo Car Corporation in Gothenburg, Sweden. The project started in 1986 and MIS has become a strategic product and a powerful support for management in their decision making. We have in MIS put together information from many different areas, for example sales, stocks, car market development, finance and research and we present this information in a clear and understandable way complemented with many different graphic display possibilities. The objective for the MIS project was: providing decision makers within Marketing & Sales with "management information" on a range of key areas and key markets. The guiding principle in our work was to "create order". In the first place MIS is developed for our Management Group, but we have gradually spread the use of the system and we have today some 100 users. As we have a considerable difference in computer experience among the users, we have made great efforts in keeping a uniform layout throughout the whole system and also to keep the system self instructive. The success factors for the MIS system is that we began to sell in the idea from the top and down through the organization, and that practically the entire organization was involved and last the close contact between the work group and the steering committee.
Successful enterprises within the whole SME structure are characterized by their high rate of flexibility. This fact forms the strength of SME's with regard to big companies. Flexibility is shown at its utmost in the ability to react effectively on sometimes very specific and profitable share-markets. Changes in environment, which are influential for the profitability occur quite often. In strong enterprises these changes will be signalled quickly and they will equally fast lead to new methods and techniques and/or new products and services. Inventiveness, a strong motivation of the entrepreneur and his employees, combined with short communication lines (both internally and externally) are the keystones for success. It would be interesting to exchange views about inventiveness and motivation, however, this is not the subject of this exposition. We will talk about supply of information. The emphasis thereby will be focused on market-information. Not the benefit or the possibilities of new techniques and media will be dealt with in the first place. We will tell something about the handling of information as it happens in practice and the possible influence of new resources. In connection with this it shall be traced whether and in what way SME's are an interesting market for market researchers.
Part I of this paper sets out by examining the external factors of change and how corporations are organisationally adjusting to the new reality. Set against this background, the new type of highly adaptable and flexible company has very specific information needs. Above all, it need less raw but more timely and value-added business information across very specific areas of corporate key concerns. Part II looks at both the risks and opportunities in the information industry of which research is a part.
In 1975 we started building our first data bank without an existing model. So far we have met with many problems and challenges which are centrally connected with the research institute's change of role from a researcher to a data producer. This is not a story of a sudden success and riches but an account of a research institute's learning process which we have gone through during the past eight years.
The paper stresses the need for modelling as a tool for structuring the complexities of the marketing environment so that marketing management can better utilise the data at their disposal as well as their knowledge. This will help in meeting the goals of the organisation. The paper further looks at some available models and their implementation and use.
Those who have been keeping up-to-date with developments in information science and technology, and have access to the enormously expanded volume of information now available, can be forgiven for wishing sometimes that they knew the spell which would make it stop. There is no such spell: only a better understanding of how to make information the servant, not the master, of the researcher and the manager.