Marketing Information Systems and Strategy Levels: Marketing Information An Empirical Systems Study and Strategy Levels: An Empirical by Study

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1 JCC Systems Systems Journal of CENTRUM JCC Cathedra Journal of CENTRUM Cathedra Systems and Strategy Levels: An Empirical Systems Study and Strategy Levels: An Empirical by Study Niria M. Goñi by Doctor in Management, Universidad Niria M. Nacional GoñiAutónoma de México, Mexico Master in Public Administration, Centro de Investigación y Docencia Económicas (CIDE), Mexico Doctor in Researcher Management, and Universidad Professor at Nacional CENTRUM Autónoma Business de School México, México Master in Public Administration, Pontificia Centro Universidad de Investigación Católica y Docencia del PerúEconómicas (CIDE), México Researcher and Professor at CENTRUM Business School Pontificia Universidad Católica del Perú Abstract Abstract This research study develops a model that integrates marketing information systems and strategy levels and examines the application of these systems at each strategy level. To attain the first objective, the roles that the CEO or managers This perform research at each study strategy develops level a and model the specific that integrates information marketing systems information required for systems each case and strategy constituted levels the and starting examines point the of the application study. To of reach these the systems second at objective, each strategy the qualitative level. To attain method the was first applied, objective, and the roles technique that the utilized CEO was or managers in-depth perform interviews. at each A sample strategy of 30 level medium- and the and specific big-size information companies systems was utilized. required This for study each showed, case constituted among other starting results, point that of companies the study. do To use reach the four the second marketing objective, information the qualitative systems, although method was with applied, a different and emphasis, the technique depending utilized on was the in-depth strategy interviews. level. A sample of 30 medium- and big-size companies was utilized. This study showed, among other results, that companies do use the four marketing information systems, although with a different emphasis, depending on the strategy level. Keywords: Strategy Levels, Systems, Qualitative Research. Keywords: Strategy Levels, Systems, Qualitative Research. Introduction strategies, or such development has been non existent (Malo & Marone, 2002). Introduction At the beginning of the 21st century, managers make strategies, In this regard, or such Zabriskie development and Huellmantel has been non (1994) existent have decisions in more complex and dynamic settings than (Malo pointed & out Marone, that 2002). providing competitive information to before; At the factors beginning such of as the the 21st existence century, of managers more global make formulate In this strategies regard, Zabriskie the responsibility and Huellmantel of the (1994) marketing have decisions markets, competitive in more complex pressure, and growing dynamic or settings expanding than pointed director, out with that the providing support of competitive the marketing information research to before; markets, and factors more such demanding as the clients existence or consumers of more global make formulate department. strategies However, is conceptual the responsibility and empirical of the research marketing on markets, it necessary competitive to rely on pressure, highly specialized growing or information. expanding director, marketing with information the support systems of has the given marketing little attention research to the markets, In this context, and more marketing demanding information clients consumers systems (MKIS) make department. type of information However, that conceptual those in charge and empirical of making research decisions it must necessary play a different to rely role on highly from the specialized roles they information. traditionally marketing may consider information useful for systems the performance has given little of their attention marketing to the In performed; this context, that is, marketing they need information roles that systems may guide (MKIS) and type tasks of (Ashill information & Jobber, that 2002). those in According charge of to making Proctor decisions (1991), must support play the a decisions different made role from at the the corporate, roles they functional, traditionally and may there consider is a lot of useful information, the performance but not of the of correct their marketing type, and performed; operational levels. that is, they Previous need research roles that on may the application guide and tasks much (Ashill error; that & Jobber, is, such 2002). information According is more to Proctor focused (1991), on the support of the MKIS the decisions shows that made they at the have corporate, been applied functional, mainly and to there operational is a lot rather of information, than on the but strategic not of function. the correct type, and operational the routine function levels. Previous of marketing research rather on than the the application strategic much Nevertheless, error; that is, it such is necessary information to take is more into focused account on that the of function the MKIS (Xianzhong, shows that 1999). they have Frequently, been applied organizations mainly to operational the utilization rather of the than MKIS on the is strategic crucial for function. the success of an the have routine utilized function these of information marketing systems rather than to the support strategic the organization Nevertheless, and should it is necessary be an integral to take part into of account the strategic that function competitive (Xianzhong, analysis that 1999). they themselves Frequently, conduct organizations and to the planning utilization process of the (Amaravadi, MKIS is crucial 1995) for since the the success marketing of an have find out utilized the market these information conditions; however, systems to they support have not the organization data base is a and vital should element be an for integral the strategic part of the planning strategic of competitive developed research analysis that may they support themselves conduct formulation and of to planning many companies process (Amaravadi, and often presents 1995) challenges since the marketing terms find out the market conditions; however, they have not data base is a vital element for the strategic planning of developed research that may support the formulation of many companies and often presents challenges in terms

2 72 Systems 72 of management, marketing and sales (Stone & Shaw, interprets Systems relevant information for the business and 1987). environment and thus becomes the basis for action of management, Within this framework, marketing the and research sales (Stone objectives & Shaw, were interprets taken on marketing relevant information decisions (Little, for the 1979). business and drawn 1987). as follows: 2. environment The marketing and intelligent thus becomes system (): the basis It is for the action group Within this framework, the research objectives were taken of procedures on marketing or sources decisions utilized (Little, by 1979). the managing drawn 1. To develop as follows: a conceptual model that may integrate the 2. The directors marketing to obtain intelligent information system (): on the It is the pertinent group strategy levels and the MKIS. of developments procedures about or sources the environment utilized by (Burns the managing & Bush, To develop examine a conceptual the application model of that the may MKIS integrate each the directors 1995; Kotler, to obtain 2003). information It includes the on procedures the pertinent for strategy levels level. and the MKIS. developments the collection of about information the environment from the (Burns informal & media Bush, 2. To examine the application of the MKIS at each 1995; (books, Kotler, journals, 2003). printed It materials, includes the conversations procedures with for Literature strategy level. Review the clients, collection suppliers of and information distributors, from and the meetings informal with media the (books, marketing journals, managing printed directors materials, of other conversations companies) with as Literature Definition of Review clients, well as suppliers from the formal and distributors, media (conducted and meetings by members with the Systems marketing of the staff managing to whom directors the specific of other task of companies) finding any as Definition of well pertinent as from trace the for formal the company media (conducted or industry by is assigned); members The first definition Systems of marketing information systems of that the is, staff it deals to whom with the collection specific task of information of finding any on was presented by Cox and Good (1967) who referred pertinent the surroundings trace for that the company may directly or industry or indirectly is assigned); affect to them The first as a definition group of of procedures marketing and information methods systems for the that the company. is, it deals Presently, with the technology collection facilitates of information this task, on was planned presented analysis by and Cox the and presentation Good (1967) of information who referred to be the since surroundings these procedures that may be directly carried or out indirectly electronically, affect to used them in marketing as a group decision of procedures making. and Later, methods this definition for the the which company. allows Presently, the coverage technology of thousands facilitates of documents this task, planned was extended analysis by and several the presentation authors such of information as Brien to and be since at the these same procedures time. may be carried out electronically, used Stafford in marketing (1968), Proctor decision (1991), making. Talvinen Later, (1995), this definition Burns 3. which The marketing allows the research coverage system of thousands (): of This documents system was and Bush extended (1995), by and several Kotler authors (1991, 2003), such among as Brien others. and gathers same information time. that is not generated by other Stafford Thus, Proctor (1968), (1991) Proctor defined (1991), the Talvinen MKIS as (1995), a system Burns that 3. The marketing marketing information research systems; (): the system This consists system and examines Bush (1995), and collects and Kotler data (1991, from the 2003), environment; among others. that gathers of studies information purposely that designed is not to generated meet the by needs other of Thus, uses data Proctor for the (1991) operations defined and the transactions MKIS as a system within that the marketing the organization; information they have systems; a beginning the system and consists an end, examines company; and collects that filters, data organizes, from the and environment; selects data that to of and studies they are purposely translated designed into a research to meet report the needs (Burns of uses present data them for for the business operations purposes. and transactions within the the & Bush, organization; 1995; Kotler, they 2003). have a beginning and an end, company; Kotler and (2003) that and filters, Burns organizes, and Bush and (1995) selects defined data to 4. and The internal they are record translated system into (): a research This system report gathers (Burns present the MKIS them as for a consistent business purposes. system of people, equipment, & information Bush, 1995; generated Kotler, 2003). by the internal records on the and Kotler procedures (2003) to gather, and Burns classify, and analyze, Bush (1995) evaluate, defined and 4. The buying internal orders, record prices, system costs, (): inventory This system levels, gathers and the distribute MKIS the as a necessary, consistent timely, system and of precise people, information equipment, information others (Burns generated & Bush, 1995; by the Kotler, internal 2003). records on the and needed procedures for decision to gather, making. classify, For analyze, Talvinen evaluate, (1995), and the buying orders, prices, costs, inventory levels, and distribute marketing the information necessary, systems timely, and are precise a fundamental information part others Talvinen (Burns (1995) & Bush, classified 1995; the Kotler, models 2003). presented in needed of the company for decision information making. systems For Talvinen portfolio (1995), that aids the two groups determined by the managerial position and marketing the direction information of the managerial systems are process, a fundamental especially part the the Talvinen operational-tactical (1995) classified function the of models those who presented make the in of marketing the company process. information systems portfolio that aids two decisions. groups In determined the first group, by the managerial basic classifying position models and the direction of the managerial process, especially the the of all operational-tactical the authors are presented, function and of the those users who are make likely the to Classification marketing process. of the decisions. be the senior In executives, the first group, business the basic strategy classifying units, directors, models Systems of marketing all the authors analysts, are and presented, experts. and In the second users are group, likely the to Classification of the be model the senior of Moriarty executives, and business Swartz (1989) strategy is units, found, directors, and its Systems In the latter half of the 20th century, several authors marketing users are likely analysts, to be and the experts. mid level In the executives second group, and sales the such as Cox and Good (1967), Kotler (1991, 2003), model operations of Moriarty personnel. and Swartz (1989) is found, and its Proctor In the (1991), latter and half Talvinen of the 20th (1995), century, among several others, authors have users are likely to be the mid level executives and sales such presented as Cox models and for Good marketing (1967), Kotler information (1991, systems. 2003), operations personnel. Systems Proctor Burns and (1991), Bush and (1995) Talvinen presented (1995), among a classification others, have of and Strategies presented the marketing models information marketing systems information similar to systems. that of Systems Burns Kotler s and (2003) Bush through (1995) a presented model in a which classification there is an of and When Strategies the notion of strategy is discussed, there is neither the interrelationship marketing information between the systems environment similar and to the that MKIS of a universally accepted definition nor a single approach. Kotler s and among (2003) these through and the managing a model in directors which (see there Figure is an Thus, When according the notion to Ansoff, strategy Declerck, is discussed, and Hayes there is (1990), neither interrelationship 1). These components between are the as follows: environment and the MKIS a the universally strategic level accepted of a company definition is nor in continuous a single approach. contact and among these and the managing directors (see Figure Thus, with the according organizational to Ansoff, environment; Declerck, and for Mintzberg Hayes (1990), and 1). 1. These marketing components decision are as follows: making support system the Quinn strategic (1993), level strategy of a is company defined is in in terms continuous of the four contact p s: (): It deals with the data collection, tools and with plan, the pattern, organizational position, and environment; perspective. for Finally, Mintzberg according and 1. The coordinated marketing techniques, decision with making supporting support hardware system and Quinn to Thompson, (1993), strategy Strickland, is defined and in Gamble terms of (2005), the four p s: the (): software, through It deals which with the an data organization collection, gathers tools and plan, strategy pattern, consists position, of business and perspective. competitive Finally, movements according and coordinated techniques, with supporting hardware and to Thompson, Strickland, and Gamble (2005), the software, through which an organization gathers and strategy consists of business competitive movements and

3 Systems Systems Managing Directors Managing Directors Analysis Planning Analysis Instrument Planning Control Instrument Control Assigning Assigning Needs Needs Distributing Distributing Systems Developing Systems Developing Internal Records Internal Records Support Analysis for Decision Support Analysis Making for Decision Making Intelligence Intelligence Research Research Decisions on and Communication Environment Target Environment Market Target Market Channels Competitors Channels Competitors Public Macroenvironment Public Forces Macroenvironment Forces Figure 1. information systems. Decisions on and Communication Note. Burns, A. & Bush, R. (1995) Systems (p. 14). New Jersey: Prentice Hall. Figure 1. information systems. Note. Burns, A. & Bush, R. (1995) Systems (p. 14). New Jersey: Prentice Hall. approaches that the directing managers employ in order to attract and please clients, compete successfully, make the approaches business grow, that conduct the directing operations, managers and reach employ set in goals. order to attract There and are please studies clients, on compete strategies successfully, at different make levels the (corporate, business grow, business conduct unit, operations, and functional and reach or operational), set goals. studies There of are the role studies of the on chief strategies executive at different officer (CEO) levels (corporate, the manager business and unit, of the and contribution functional or that operational), they make studies for the fulfillment of the role of the organizational chief executive objectives officer (CEO) (Hill or & Jones, the manager 2005; Javidan, and of the 1998; contribution Johnson & that Scholes, they 1993; make for Porter, the 1992; fulfillment Thompson of the et organizational al., 2005; Webster, objectives 1992), (Hill but & there Jones, are 2005; no studies Javidan, on the 1998; type Johnson of MKIS & that Scholes, the CEO s 1993; Porter, require 1992; for those Thompson levels. et al., 2005; Webster, 1992), but there At are the no turn studies of on the the 21st type century, of MKIS researchers that the CEO s paid require increased for interest those levels. in the marketing information systems that At are the required turn of by those the 21st in charge century, of making researchers decisions paid increased (Amaravadi, interest 1995; in Ashill the & marketing Jobber, 2002; information Talvinen, systems 1995). that However, are required little has by been those studied in charge regarding of making the marketing decisions (Amaravadi, information systems 1995; Ashill and & the Jobber, formulation 2002; Talvinen, of strategies 1995). at However, different levels. little has Research been studied studies regarding have centered the marketing upon information general aspects systems of the and formulation the formulation process of and strategies strategy different implementation levels. Research (Ashill, Frederikson, studies have & centered Davies, 2003; upon general McCarthy aspects & Leavy, of the 2000; formulation Varadarajan process & Jayachandran, and strategy implementation 1999; White, Conant, (Ashill, & Echambadi, Frederikson, 2003) & Davies, rather 2003; than McCarthy on specific & aspects Leavy, such 2000; as Varadarajan the information & Jayachandran, systems that 1999; the organizations White, Conant, require & in Echambadi, order to formulate 2003) rather strategies than on (Proctor, specific 1991). aspects such as the information systems that the However, organizations it is necessary require in to order consider to formulate that organizations strategies (Proctor, operate at 1991). three levels (corporate, business unit, and functional However, or it operational) is necessary and to consider reflect, that the organizations same time, operate at three levels (corporate, business unit, and functional or operational) and reflect, at the same time, three strategy levels (corporate, business unit, and functional or operational). The MKIS range from the three strategic strategy to the operational levels (corporate, level and business require a unit, different and functional type of information operational). on marketing The MKIS at each range level. from This the strategic distinction to of the levels operational has prompted level and some require authors a different to study type the MKIS of information and strategy on marketing levels (Hair, at Bush, each level. & Ortinau, This distinction 2003; Talvinen, of levels 1995), has prompted as well as some the authors MKIS required to study the at each MKIS strategy and strategy level (Talvinen, levels (Hair, 1995), Bush, but the & Ortinau, type of 2003; marketing Talvinen, information 1995), required as well at as each the strategy MKIS level required and at for each strategy MKIS has level not (Talvinen, been studied. 1995), but the type of marketing information required at each strategy level and for An each Integrative MKIS has Conceptual not been studied. Model An The Integrative review of the Conceptual literature revealed Model several gaps to identify specific information in each MKIS and at each strategy The level. review Therefore, of the literature to complement revealed the several studies gaps already to identify performed specific and find information that specific in information, each MKIS several and at steps each strategy were followed, level. Therefore, and the related to complement literature the was studies analyzed already at performed each one. The and results find that are specific presented information, Table 1. several steps were followed, and the related literature was analyzed at each 1. The one. role The results of the are CEO presented or managing Table 1. director was analyzed at each strategy level (corporate, business 1. The unit, and role marketing). of the CEO or managing director was 2. analyzed According at to each the roles strategy of the level managing (corporate, directors, business the unit, marketing and marketing). information required at each strategy level 2. According was identified. to the roles of the managing directors, the 3. marketing information was classified required for each at of each the strategy MKIS taking level was into identified. account the classification provided by Kotler 3. (2003), Burns was and classified Bush (1995), for each and of Talvinen the MKIS (1995). taking into account the classification provided by Kotler (2003), Burns and Bush (1995), and Talvinen (1995).

4 74 Systems 74 Table 1 Systems Specific on in the MKIS by Strategy Level Table 1 Specific Strategy level on MKISin the MKIS by Strategy Specific Level information on marketing required by the CEO or managers Type of business to participate in (profitability) Strategy level MKIS Tendencies Specific of national information and international marketing markets required by the CEO or managers Type Analysis of business of the market to participate structure in (profitability) Tendencies Industry environment: of national and whether international there is partial markets or total integration Analysis Country environment: of the market structure whether the specific configuration of national traits in which a Industry company environment: operates facilitates whether reaching there is competitive partial or total advantage integration the global market Country Who the environment: potential clients whether and their the needs specific areconfiguration of national traits in which a company Distinctive operates client skills facilitates reaching competitive advantage in the global market Who Company the potential image clients and their needs are Distinctive Company positioning client skills Company Which business imageto participate in (market diversification) Business unit MDMS Analysis of market profitability size and for the growth business strategic unit Sales Monitoring forecast of key business indicators (consumption, sales, market participation, Business unit MDMS Analysis among others) of profitability for the business strategic unit Monitoring Competitive of industry key business structure indicators (consumption, sales, market participation, among Analysis others) of the impact of globalization on the industry Competitive Monitoring competition industry structure Analysis Study of the of the strategic impact areas of globalization for business on the industry Monitoring Specific competitive competition position of main competitors Study Positioning of the of strategic product areas for business Specific Market segmentation competitive position of main competitors Sales Analysis reports of demand Client Sales forecast database Analysis of demand price through models Sales Financial forecast analysis of the marketing mix Analysis Testing of of concepts price through and products models Financial Research on analysis attitudes of the marketing mix Testing Research of in concepts stores and products Research Studies on on advertising attitudes efficacy Research Studies on in client stores satisfaction Studies on advertising service quality efficacy Studies Launching on client a product satisfaction Studies Evaluation service of packaging quality Launching Buying and a consumption product habits Evaluation Consumer behavior of packaging Buying Loyalty and to trademark consumption habits Consumer Client preferences behavior Loyalty Perception to trademark of promotion campaigns Client Buying preferences orders Perception Prices of promotion campaigns Buying Inventories orders Prices Report of sales orders Inventories Client database Report of sales orders Client database Company Current clientele positioning behavior Current Analysis clientele of market behavior size and growth Positioning Potential market of product Potential Identification market of opportunity areas for new goods or services Identification Sales reports of opportunity areas for new goods or services Which Company business financial to participate statementsin (market diversification) Company Sales forecast financial statements Market Product segmentation differentiation Product Buyers differentiation needs Buyers Client database needs

5 Systems 75 In order to integrate the marketing information systems method Systems provides a deeper understanding of the research 75 and the strategy levels, the starting point of the study phenomenon (Hanson & Grimmer, 2007), and the were In the order roles to integrate that the CEO the marketing or managers information perform systems at each method qualitative provides techniques a deeper may understanding provide the of tools the research for the and strategy the level. strategy Thus, levels, at the the corporate starting level, point the of mission the study and phenomenon business and organization (Hanson & researcher Grimmer, (Cassell 2007), & and Symon, the were goals the are roles defined, that the business CEO or managers in which perform to participate at each is qualitative 2006). An in-depth techniques interview may provide is defined the tools as a meeting for the strategy determined, level. and Thus, the resources at the corporate are assigned level, the to the mission different and business for the exchange and organization of information researcher between (Cassell a person & Symon, (the goals businesses. are defined, At the business the business unit level, in which the specific to participate business is 2006). interviewer) An in-depth and another interview (the interviewee) is defined as (Hernández, a meeting determined, strategies are and formulated the resources in order are assigned to meet to the the objectives different for Fernández, the exchange & Baptista, of information 2006). between a person (the businesses. set at the corporate At the business level and unit to level, improve the specific the competitive business interviewer) The companies and another that were (the selected interviewee) to carry out (Hernández, this study strategies position of are the formulated business in products order to within meet the the objectives specific Fernández, were large and & Baptista, medium 2006). size (classified according to the set industry at the or corporate market segment. level and At to improve the marketing the competitive level, the number The companies of workers) that and were located selected in the to carry metropolitan out this study area position functional of strategies the business that seek products the efficacy within of the the operations specific were of Mexico large City. and medium The sample size was (classified a group of according 30 companies: to the industry to reach the or market business segment. unit and At the the corporate marketing objectives level, are the number 20 large of and workers) 10 medium and sized. located In in all the of metropolitan them, the CEO area or functional developed strategies (Hill & Jones, that seek 2005; the Johnson efficacy & of Scholes, the operations 1993; of managing Mexico directors City. The had sample participated was a group in the of formulation 30 companies: of to Kotler, reach 2003; the business Thompson unit et and al., the 2005; corporate Webster, objectives 1992). are 20 strategies. large and These 10 medium companies sized. belonged In all of them, to the the following CEO or developed In order (Hill to fulfill & Jones, these 2005; roles, Johnson the CEO & or Scholes, the managers 1993; managing sectors: textile, directors dairy, had automobile, participated refreshments, in the formulation beauty of Kotler, require, 2003; at each Thompson strategy et al., level, 2005; to Webster, count on 1992). specific strategies. products, liquor, These companies communication, belonged electronic to the following products, information In order to about fulfill these marketing roles, the area; CEO or that the is, managers at the sectors: furniture, textile, education, dairy, automobile, insurance, laboratories, refreshments, mobile beauty require, corporate at level, each they strategy require level, the analysis to count of the on specific market products, telephones, liquor, and entertaining. communication, electronic products, information structure and about ad hoc the information marketing to area; position that the is, business at the furniture, The instrument education, to obtain insurance, the data laboratories, was designed mobile on corporate within the level, industry; they as require a business the analysis strategic of unit, the they market need telephones, the basis of and the entertaining. conceptual model: it consisted of an structure sales forecast, and ad the hoc competitive information structure to position of the industry, the business and individual The instrument interview to guide, obtain in the a data nonstructured was designed format on within pertinent the information industry; as to a position business the strategic product unit, in the they market; need the with basis nonstandardized of the conceptual questions, model: which it consisted was personally of an sales and in forecast, the function the competitive of marketing, structure the demand of the industry, analysis and individual applied to the interview managing guide, directors in a who nonstructured participated format in the pertinent research on information attitudes to and position consumer the product behavior in the are market; needed with formulation nonstandardized of strategies questions, at the different which levels. was personally The data and (Ashill in the & function Jobber, 2002; of marketing, Hill & Jones, the demand 2005; analysis Thompson and applied analysis to was the not managing statistical. directors who participated in the research et al., 2005). on attitudes However, and the consumer activities behavior related to are marketing needed formulation of strategies at the different levels. The data (Ashill have conventionally & Jobber, 2002; concentrated Hill & Jones, the 2005; sales Thompson function Results analysis was Discussion not statistical. et (Xianzhong, al., 2005). 1999), However, an the orientation activities that related has to limitations marketing have when conventionally a business operates concentrated within a on dynamic the sales and complex function Results The study Discussion revealed that the managing directors (Xianzhong, environment in 1999), which an it orientation has to anticipate that has the needs limitations of a perceive the importance of the strategic function, but since when changing a business market, and, operates hence, within count a on dynamic information and pertinent complex they The are more study engaged revealed in the that day-to-day the managing operations, directors due environment to the strategy in levels. which The it activities has to anticipate of marketing the do needs not only of a perceive the high level the importance of existing of competition the strategic in function, the market, but since their changing describe a market, group of and, operation hence, count activities; on information these are more pertinent than they main are interest more engaged centers in around the day-to-day the devising operations, of strategies due to to sales, the strategy with a more levels. strategic The activities external of marketing orientation, do and not only they the at the high functional level of existing level (marketing); competition in in addition, the market, in many their describe are more a oriented group of towards operation the activities; competitive these market are more (Lynch, than main cases, interest they are centers more concerned around the about devising the marketing of strategies mix, sales, 1994; Talvinen, with a more 1995; strategic Webster, external 1992; Xianzhong, orientation, 1999). and they that the is, functional the product, level the (marketing); price, the distribution, in addition, in and many the are Like more the oriented application towards of the the competitive marketing market activities, (Lynch, the cases, integral they marketing are more communication. concerned about the marketing mix, 1994; application Talvinen, of the 1995; MKIS Webster, has 1992; also Xianzhong, concentrated 1999). on the that According is, the product, to the data the obtained, price, the the distribution, managing directors and the area Like of productivity the application and of sales the administration marketing activities, more than the integral of the companies marketing show communication. lack of knowledge of the MKIS application the strategic of the area MKIS (Hewson has & also Hewson, concentrated 1994; Wilson the as they According appear to in the theory data obtained, as well as the of managing their classification directors area & McDonald, of productivity 1994). and Even sales though administration some businesses more have than of and the the companies definition show of each lack one of of knowledge them. However, of the MKIS in all on used the these strategic systems area at (Hewson the strategic & Hewson, level, their 1994; use Wilson still as of they sampled appear companies, in theory as the well CEO s as of or their managers classification utilize & concentrates McDonald, on 1994). the marketing Even though functions some businesses related to have the and however the definition much or of little- each all one the of systems them. However, at each of in the all used client, these such systems as, for at example, the strategic direct level, sales their (Xianzhong, use still of strategy the sampled levels. companies, the CEO s or managers utilize concentrates 1999). In the face on the of the marketing existing gap functions in the literature, related to and, the however Moreover, much the or little- results all the demonstrate systems each that of the client, above all, such because as, for there example, is no classification direct sales of the (Xianzhong, MKIS by strategy application levels. of the MKIS is greater in the marketing 1999). strategy In level, the face the of information the existing that gap the in managing the literature, directors and, area Moreover, than at other strategic results levels, demonstrate but it is that evident the above require all, at because each level there was is classified no classification for each of MKIS the MKIS taking by application that these of companies the MKIS are is greater already in utilizing the marketing these strategy into account level, the information definitions that these managing systems directors present area systems than to at obtain other marketing strategic information levels, but related it is evident to the require (Burns & at Bush,1995; each level was Kotler,2003; classified for Talvinen, each MKIS 1995). taking that environment, these companies the future, or are the already strategic utilizing area (see Table these into account the definitions that these systems present systems 2). At the to corporate obtain marketing level, the information most utilized related MKIS to the are Method (Burns & Bush,1995; Kotler,2003; Talvinen, 1995). environment, the marketing the decision future, or making the strategic support area system (see Table and 2). the At marketing the corporate intelligence level, the system; most at utilized the business MKIS unit are Method This study utilized the qualitative method and the level, marketing one finds decision the marketing making research support system system and and the the technique of in-depth interviews. The qualitative the marketing marketing intelligence system; system; and at in the the business marketing unit This study utilized the qualitative method and level, one finds the marketing research system and the the technique of in-depth interviews. The qualitative marketing intelligence system; and in the marketing

6 76 Systems 76 Table 2 Systems Specific on utilized by Managers in Mexican Companies in each of the MKIS by Strategy Level Table 2 Specific Strategy level on utilized by Managers Specific in Mexican information Companies that the CEO in and each managers of the MKIS utilizeby Strategy Level : Analysis of country/ies to reach a competitive advantage, analysis of the macro environmental factors Strategy level : Analysis of profitability Specific information that the CEO and managers utilize : : Analysis Company of image, country/ies business to reach opportunities a competitive advantage, analysis of the macro environmental factors : : Financial Analysis statements of profitability : Company Market movement image, business and participation, opportunities users and attitudes, positioning, knowing clients, potential market, : competition, Financial new statements products, identifying opportunities, identifying sale zones, product acceptance, preferences : and levels Market of client movement satisfaction, and participation, service acceptance users and attitudes, positioning, knowing clients, potential market, Business units competition, : analysis new of industry, products, analysis identifying and monitoring opportunities, of competition, identifying sale market zones, analysis, product analysis acceptance, of the preferences environment and levels governmental of client regulations, satisfaction, study service of the acceptance strategic zones Business units : : analysis analysis of industry, of profitability, analysis financial and monitoring analysis, of analysis competition, of consumption market analysis, tendencies, analysis monitoring of the environment of the and main governmental indicators (consumption, regulations, study market of sales), the strategic elasticity-price zones of demand : : financial, analysis sales, of and profitability, company financial performance analysis, indicator analysis reports; of consumption client database tendencies, monitoring of the main : indicators evaluation (consumption, of promotional market concepts, sales), perception elasticity-price of communication of demand campaigns, packaging, : anthropological financial, sales, studies, and consumption company performance and buying indicator habits, users reports; and client acceptance database of products, trademark : competition, evaluation market of promotional participation, concepts, identification perception of product of communication growth opportunities, campaigns, advertising packaging, campaigns, anthropological launching, sales studies, points, replay consumption of advertising, and buying trademark habits, image users and acceptance of products, trademark competition, : marketing market mix participation, analysis, market identification analysis of product growth opportunities, advertising campaigns, launching, : financial sales points, analysis replay of of marketing advertising, mix trademark image : marketing mix analysis, market analysis : : internal financial statistics analysis of the of company, marketing sales, mix data base, inventories, financial statements : internal statistics of the company, sales, data base, inventories, financial statements function, the most utilized are the marketing research system and the internal records system. function, Additionally, the most the utilized study are found the marketing that the CEO s research or managers system and utilize the internal the MKIS records at all levels, system. but not all the types of information Additionally, on the marketing study found that belong that the to each CEO s of the or managers systems. utilize Consequently, the MKIS opportunity at all levels, areas but not with all the a strong types of potential information of being on marketing used for the that nonutilized belong to information each of the systems. have been Consequently, identified. These opportunity areas are areas the following: with a strong at potential the corporate of being level, used the analysis for the nonutilized of businesses information which have participation been identified. is feasible, These the areas tendencies are the of following: the national the and corporate international level, market, the analysis the analysis of businesses of the in market which participation structure, the is distinctive feasible, client the tendencies skills, and of the the company national and positioning; international the business market, the unit analysis level, the of sales the forecast, market structure, the industry the distinctive competitive client structure, skills, and the company product positioning; differentiation the and business segmentation; unit level, at the the sales functional forecast, the level industry (marketing), competitive the analysis structure, of demand, the the product study differentiation of the clients preference, and segmentation; the follow-up at the of functional sales, and level anthropological (marketing), studies the analysis (with a of strong demand, potential the study to be of used the in clients studies about preference, behavior). the follow-up of sales, and anthropological It is appropriate studies to point (with out a that strong this study potential reveals to the be used importance in studies of all about the MKIS behavior). at the strategic levels, although some It is managers appropriate placed to point emphasis out that on this their study concern reveals about the importance the sales area of all before the MKIS the rest, at the and strategic others levels, mentioned although the some search managers for the precision placed emphasis of information on their and concern the contact about the with sales the clients area before to obtain the as rest, much and feedback others mentioned as possible. the search This for study the precision shows that of information the scope of and the the MKIS contact is with considerable. the clients It to is obtain suggested as much that managers feedback as articulate possible. the marketing This study strategic shows function that the with scope the business of the MKIS unit and is considerable. corporate levels, It is regarding suggested the that marketing managers areas, articulate so that the marketing the systems, strategic such as those function of the with decision-making the business unit support and corporate levels, regarding the marketing areas, so that the systems, such as those of the decision-making support and the market intelligence, may offer better support with purposely sought and relevant information. and the market intelligence, may offer better support with purposely Conclusions sought and relevant information. Conclusions The managing directors recognized the strategic role of the marketing activities at all levels and pointed out the importance The managing of the use directors of MKIS. recognized However, the some strategic managers role of still the work marketing with activities information all that levels responds and pointed only out to the importance operational-tactical of the use activities, of MKIS. such However, as the some marketing managers mix, still or to work make sales with efficient. information that responds only to the operational-tactical Opportunity areas activities, were found such with as the a strong marketing potential mix, for to use make of the sales MKIS efficient. at the different levels of strategy, such as the Opportunity tendencies areas of the were national found and with international a strong potential market, for the use analysis of the of MKIS the market at the different structure, levels the positioning of strategy, of such the as company, the tendencies the sales of forecast, the national the and competitive international structure market, of the industry, analysis the of the analysis market of structure, demand, the the positioning study of clients of the company, preferences, the and sales anthropological forecast, the competitive research, among structure others. of the It industry, is important the analysis to utilize of the demand, MKIS since the study at each of strategy clients preferences, level, the CEO s and anthropological or managers require research, different among types others. of information, It is important with to own utilize characteristics. the MKIS since Therefore, at each strategy there is level, interest the to CEO s promote or research managers about require MKIS different to support types the of information, managing directors with own in formulating characteristics. their Therefore, strategies based there on is interest information to promote specific research to the needs about of each MKIS strategy to support level. the managing It is directors recommended in formulating that future their strategies research based studies on information focus on different specific industry to the needs sectors of each to strategy identify level. specific opportunity It is recommended areas for the that MKIS future to support research companies studies focus in the on formulation different of industry strategies; sectors in addition, to identify researchers specific opportunity should investigate areas these for the issues MKIS in other to support countries. companies in the formulation of strategies; in addition, researchers should investigate these issues in other countries.

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