Marketing research

1. Chapter 3
Tips for the Researcher
3. DECISION MAKING PERSPECTIVE :
BAYESIAN DECISION THEORY

2. Objectives
To Understand
• the need for and the nature of the detailed dialogue between
the researcher and the manager at different stages of a
research project
• where the researcher’s role stops and what he/she can do to
provide an actionable research
• the difference between marketing intelligence and marketing
research
• the need to go beyond the mere presentation of statistical data
and provide actionable inter-presentations and
recommendations based on the data

3. Introduction
Good research
• is based on detailed understanding of the issues
involved,
• answers the manager’s concerns comprehensively,
• provides conclusions based on rigorous, appropriate
analysis, and
• provides actionable recommendations
• is only as good as the brief provided to the
researcher

4. Manager-Researcher
Dialogue
• In order for research to help marketing decisions,
1) the client should give all pertinent information on the
subject
1) clearly explain the expectations from the study,
1) ensure that the basic problem underpinning the need
for research and client requirements are clear to the
researcher
1) researcher should be aware of additional, related
information influencing the structure of the study
1) any information that could influence the final decision
on the issue should be conveyed to the researcher.

5. …contd.
• The researcher must
1) ask questions to clarify the problem to his/her
satisfaction.
1) obtain information from the manager on the decisions
that will be based on the study
1) after the meetings, send minutes of the discussion to the
client, so that there is clarity in understanding the issues
involved
2) in case of problem-solution research, collect all related
information that has ostensibly contributed to the
problem; action taken to date; and the different view-
points bearing upon the problem that may prevail in the
organisation.
Manager-Researcher Dialogue

6. …contd.
1) in case of problem-solution research, collect all related
information that has ostensibly contributed to the
problem; action taken to date; and the different view-
points bearing upon the problem that may prevail in the
organisation.
2) take the decision regarding the most appropriate research
design and methodology.This should not be left to the
client.
3) discuss the findings of the study with the
manager commissioning the study, before making a
presentation => obtain prior buy-in from him/her.
4) understand that the role of research is recommendatory,
not decisive.
Manager-Researcher Dialogue

7. Reasons for Non-implementation of
Research Findings
( a) Research related:
• the nothing-new/ we-already-know-this’ syndrome
• lack of clarity in defining the purpose of research
• a temptation on the part of the researcher to be
abstruse and talk down to the manager
• conclusions based on very little analysis;
• lack of clear recommendations in research —
research that is not actionable

8. …contd.
(b) Marketing or organisational factors related:
• organisational politics
• change in environment and marketing objectives since
research was commissioned
• use of research as window-dressing or as a political tool
• cost of implementing research findings
• possible solution : presentation to an inter-departmental
group
Reasons for Non-implementation of
Research Findings

9. Marketing Intelligence and
Marketing Research : Differences
Marketing Intelligence Marketing Research
1. Ongoing process 1. Part of department’s
activity
2. Concerned with general,
and industrial issues
2. Provides answers to
specific issues pertaining
to the marketing mix or to
assessment of market –
opportunities
3. General in nature 3. Focused on a specific
issue

10. …contd.
Marketing Intelligence Marketing Research
4. Continuous 4. Time –bound
5. No specific budget assigned 5. Operate with in a
specific budget
6. Part of department’s
activity
6. May be outsourced to
agencies
Marketing Intelligence and
Marketing Research : Differences

11. Actionable Research and going
Beyond Data
• Mere data in report not enough. Detailed interpretations
and conclusions necessary.
• Equally, conclusions drawn should be actually based
on data and analysis, and not a result of the
researcher’s assumptions.
• Essential not to confuse the client with a great deal
of involved statistical computation.
• While reporting, link the findings to objectives :
each objective or area of enquiry must be answered
individually.