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1 PMKT Brazilian Journal of Marketing, Opinion, and Media Research ISSN: (Print) ISSN: (Online) Editor: Fauze Najib Mattar Valuation system: Triple Blind Review Languages: Portuguese and English Publication: ABEP Associação Brasileira de Empresas de Pesquisa Marketing Information Management of Cooperative Network Retail Construction Materials from Paraná: a Multicase Study Gestão da Informação de Marketing em Redes de Cooperação do Varejo de Materiais de Construção do Paraná: um Estudo de Multicasos Submission: 7 fev Approval: 15 set Sandro Deretti Doctoral Student in Business Administration - Pontificia Universidade Católica - PUC-PR. M.Sc of Management, Science and Information Technology. Specialized in Marketing and Degree in Business Administration - Federal University of Paraná - UFPR. Professor at the State University of Paraná - UNESPAR/FAFIPAR-Paranaguá. sandro.deretti@fafipar.br. Address: Rua Valdir Muller, Caiobá Matinhos/PR - Brasil. Mirian Palmeira Doctor and M.Sc of Business Administration from Fundação Getúlio Vargas - FGV-SP. Specialized in Marketing - FAE. Specialized in Small Business - London Business School. Degree in BusinessAdministration - Federal University of Paraná - UFPR. Professor at the Federal University of Paraná - UFPR. mirianpalmeira@ufpr.br.

2 ABSTRACT This article describes how does marketing information management from retailers of construction materials. We conducted a study of multicases, with on-line questionnaire answered by 15 members and retailers and by the Manager of each of the four networks formally constituted and operating in this segment in the State of Paraná, Brazil. The results show the high importance attached by the managers of networks in relation to procedures for the management of marketing information from these organizations. However, the use of specific practices for this purpose reveals operational limitations in steps of determination of needs, acquisition, dissemination and use of marketing information. Are also pointed some differences between the networks managers opinions and perceptions of the storekeepers in respect of various activities of specific marketing information management. Concludes that the marketing information management on networks observed is targeting basically for promotion and dissemination actions. KEYWORDS: Information management, marketing, cooperative network. RESUMO Este artigo descreve como ocorre a gestão da informação de marketing das redes varejistas de materiais de construção. Foi realizado um estudo de multicasos, com questionário respondido online por 15 lojistas associados e pelo gestor de cada uma das quatro redes formalmente constituídas e atuantes nesse segmento no Estado do Paraná, Brasil. Os resultados apontam a elevada importância atribuída pelos gestores das redes em relação aos procedimentos de gestão da informação de marketing dessas organizações. No entanto, a utilização de práticas específicas com este propósito, revela limitações operacionais nas etapas de determinação das necessidades, obtenção, disseminação e uso de informações de marketing. Também são apontadas divergências entre as opiniões dos gestores das redes e as percepções dos lojistas em relação às diversas atividades de gestão da informação específicas de marketing. Conclui que a gestão da informação de marketing nas redes observadas está voltada basicamente para ações de promoção e divulgação de ofertas. PALAVRAS-CHAVE: Gestão da informação, marketing, redes de cooperação. 13, pp , October,

3 1. INTRODUCTION The globalized economy requires fundamental changes in the strategic process of the companies providing opportunities and threats in all segments and requiring competitive products and services. McGee and Prusak (1994) state that any action you take in an organization requires the analysis of information and, in some circumstances, in various forms and from a variety of sources. Thus, the challenge associated with collecting information is potentially relevant stuff and put it available for analysis and interpretation. In this sense, the authors say, the information also needs to be treated as seriously as any other strategic resource is treated (MCGEE; PRUSAKK, 1994:51). In the competitive scenery, the marketing function within the company assumes greater importance in the development of competitive advantages and reducing uncertainties. In this perspective, the marketing management is faced with the need to collect information and knowledge to understand the fluctuations of different variables present in social environments, cultural, demographic, competitive and technological, among others, to seek better relationship with their customers and contribute to the success of the organization. In this changing environment, some organizations seek to act in a cooperative way to face problems related to costs, marketing and staff training, among others. To Balestrin and Verschoore (2008), co-operation allows the search for technologies and reduction of transaction costs related to the process of innovation, increased economic efficiency and, consequently, improving the levels of competitiveness. Within marketing, the network approach to business cooperation allows the range of actions, previously inaccessible, especially for micro and small businesses, especially; suffer from the difficulty of obtaining resources (PEREIRA, 2004). The State of Paraná has four cooperative networks retailers of building materials totaling 145 storekeeper associates working in several cities. These organizations also need to optimize the flow of information and manage them properly to achieve the common goals of its members. Organizations focused on marketing should manage information observing various procedures such as procurement, evaluation, classification, storage and dissemination of that information that is relevant to put it in a better competitive position. As the marketing information management in these networks a continuous process, the aim of this paper is to describe how the information management marketing cooperation networks of retail building materials is operating in the state of Paraná. The relevance of this study is to understand the degree of importance and use of specific procedures of the stages of information management applied in marketing from the experience of managers. Furthermore, from the management of marketing information, are also investigated marketing results in terms of performance of activities aimed at the satisfaction of customers, choosing the appropriate product mix, pricing with best result, brand promotion/name of the network, improving the physical structure of the stores and meeting the expectations of the owners/ shareholders. 2. THEORETICAL-EMPIRICAL BACKGROUNDING This section presents the issues related to this work, to establish the necessary theoretical background to support the research and discussion of the results. 13, pp , October,

4 2.1 INFORMATION MANAGEMENT The complexity and dynamism of the competitive environment mean that organizations depend on effective tools for information management to reduce the uncertainty of decision making. To Barreto (2006:9): The information is qualified as an instrument modifier of man's consciousness. When properly assimilated, produces knowledge and modifies the mental stock of knowledge of the individual. Along the same line, McGee and Prusak (1994) argue that in the new competitive order postindustrial, information is in an organizational resource that requires management to help organizations improve their competitive performance. To Alvarenga Neto (2005) the management of information is related to decision making, innovation, management processes and the acquisition and distribution of information in the postindustrial society. According to Bergeron (1996), the information management in organizations can be understood from two perspectives: that of information technology and the integrative perspective. Alvarenga Neto (2005) notes that, from the perspective of information technology, there is a predominance of studies on Management of Information Resources - GRI. In these studies the management of information is often equated with information technology or simply to technology. At this point, information is produced and processed on computers internally as the sole provider of organizational information, covering the activities of planning data, capacity and application, the planning and development of information systems, project management; acquisition of hardware and software, system-technology integration and data management. The integrative approach highlights the GRI as a path converging to informational problems and this widespread view eminently in information studies. Thus, GRI assumes managerial character having as objectives: Integrating and harmonizing the sources, services and corporate information systems and create a synergy between internal and external sources of organizational information and in the context of information needs. (ALVARENGA NETO, 2005:64). Barreto s words (2006:13), the evolutionary process of the GRI notes that the condition of information began to prioritize the generation of knowledge in the individual from the information. In the organizational context, GRI triggers awareness of the need for information management as part of corporate strategy, evolving into a broader concept of Information Management, as will be described in the following section. 2.2 STEPS OF INFORMATION MANAGEMENT The search for an optimal model, which describes the steps necessary for the effective management of information, is a complex task. The specifics of each organization and the environment that surrounds it, lead to different processes, steps or constituent dimensions of a model. 13, pp , October,

5 To Tarapanoff (2006) information management should be conducted in a cyclical manner and procedure, in order to provide the conditions necessary for decision makers. The idea of process is also observed in models that dominate the literature on the management of information (McGEE; PRUSAK, 1994; DAVENPORT, PRUSAK, 1998; CHOO, 2006). Davenport and Prusak (1998) argue that information management is characterized as a structured set of activities that include how companies obtain, distribute, and use information. Figure 1 shows the steps involved in information management from the perspective of Davenport and Prusak (1998) Source: DAVENPORT, PRUSAK (1998:175). FIGURE 1 Stages of information management. In explanations of Davenport and Prusak (1998), the information management includes four steps: Determination of information needs. Obtaining information. Dissemination of information. Use of information; The first step, determination of information needs involves the rationalization of information users regarding their needs. To reduce the common difficulties in this process, Davenport and Prusak (1998) point out that information analyst play a key role in this step because managers must follow to understand the administrative tasks that arise in determining the informational requirements. Furthermore, Based on these observations, they know the information structured and unstructured, the formal and the informal, non-computerized and computerized (DAVENPOR, PRUSAK, 1998:178). The second step, obtaining information, according to Davenport and Prusak (1998), is a continuous activity, in which it held an initial exploration of its content to determine the suitability of the demands. Further, the information is classified and formatted your content get the meaning required before its dissemination. Davenport and Prusak (1998 ) state that the third step, dissemination of information is affected by the informational structure and politics of the organization, in addition to suffering the influence of investments in technology. 13, pp , October,

6 Involves a distribution strategy adoption to employ, in other words, if the information is disclosed to users, searched for them or a combination of these two possibilities. Dissemination involves deciding what information should be distributed and your recipient as well as the choice of appropriate means, which may be in electronic or paper. Already the information sought by users, assumes that These people are better able to assess what they want and that information is distributed more efficiently when it is really needed (DAVENPORT, PRUSAK, 1998:190). For Davenport and Prusak (1998), information workers claim that the distribution by computer is more convenient since, once stored, data can move in faster networks. Regarding the fourth stage, use of information, Davenport and Prusak (1998) state that their realization is of a strictly personal nature, since the way a person looks, understands and uses the information depends on the individual conceptions of its user. Making process, the manager lists the information available to their own experiences and knowledge accumulated over their experience to choose the way forward. The use of information models implies the recognition that much of the information that impacts an organization is subtle hints, meaning a potential and not necessarily a prescription for action (CHOO, 2006:403). The efficient use of information suggests adaptive behavior, in that decisions must be guided by organizational objectives as well as the reactions in the face of environmental changes. According to Amaral (2007), the information management is essential for marketing activities, which should continuously monitor the environment (internal and external) to create meanings that add value to products and services, through the knowledge generated from this monitoring. Thus, in the sequence, is presenting the necessary interrelationships between marketing and information management. 2.3 MARKETING INFORMATION MANAGEMENT According to their functional limitations, proficiency in marketing management in an organization requires a constant interaction with the external organizational environment to search for information. This notion of interaction has also become a recurring discourse between academics and organizational managers to improve the competitive performance of companies. The concept of market orientation is increasingly widespread and seen as very important strategy to assist in the process of building durable competitive advantages (NARVER, SLATER, 1990; DESPHANDÉ; FARLEY; WEBSTER, 1993; KOHLI, JAWORSKI; KUMAR, 1993; DAY, 1990). In Brazil, according to Toaldo (1997), like many other countries have been developed various studies to identify the relationship between the market orientation and business performance, showing that this is a useful research stream, each of which evaluates the degree of market orientation and the factors that facilitate its implementation, and the evaluation of their impact on the performance of organizations. 13, pp , October,

7 The propositions of Kohli and Jaworski (1990) argue that market-oriented firms have three essential characteristics: Ability to generate market information. Effectiveness and efficiency in the dissemination of such information by the organization. Internal conditions to plan and implement responses aligned with the information generated and disseminated to raise the degree of organizational competitiveness. Following in his propositions, Kohli and Jaworski (1990) note that one or more departments must work together to generate broad understanding of the behavior of their customers, which also includes environmental factors as stakeholders in this behavior. The dissemination of this knowledge generated objective participation across the company to implement appropriate responses to the needs of customers by undertaking effective actions against the knowledge generated and disseminated. As observed and Henrique Barbosa (2009), these ideas require investments in computer systems to store data on sales performance, databases on consumers, data warehouses, data mining and market intelligence systems. The effective use of data and marketing information includes some difficulties. Turban et al. (2010) argue that technological advances offer organizations large amount of information, but irrelevant or of low quality, which can compromise your entire marketing effort. At other times, organizations have large amount of relevant information and good quality, but marketing executives may not realize the importance of its use and make decisions based solely on their intuitions and experiences. Intuition and experience are important in the process of marketing planning and, when associated with an adequate dose of relevant information, will provide positive results (TURBAN et al., 2010). Mattar (1996) points out that there are also companies that have large amount of relevant information and quality, but are used in the wrong way in decision making in marketing, either by ignorance of how users triage appropriate information, either because they difficulties in interpreting them correctly, causing impairment of efficiency of marketing planning as a whole. Moreover, Razzolini Filho et al. (2009) note that the information management provides satisfactory results when the technologies for information processing are integrated with the business objectives and the organizations strategic planning. Once the information manager is a decision maker, the information becomes an indispensable resource, thus requiring the existence of an information system that can generate a flow of updated information. The increased availability of information about the internal and external environment helps those who take decisions in the planning, implementation and control of applicability of the information for decision making. For those organizations devoted to marketing, should be a clear need to gather information coordinated, systematic and constant, with a clear process for managing information. 13, pp , October,

8 To Mattar (2009), the most appropriate way to provide users information marketing business is through the structuring of a Marketing Information System - SIM, whose primary goal is to help you best decisions are made by marketing managers, reducing uncertainty. Kotler and Keller (2006:71) emphasize that the SIM is a mechanism Consists of people, equipment and procedures dedicated to collect, sort, analyze, evaluate and distribute the necessary information accurately and timely for those who make the marketing decisions. Its development occurs from internal company records, intelligence activities of marketing and marketing research. 2.4 COOPERATION NETWORKS IN RETAIL BUILDING MATERIALS Given the changes in the way we produce, distribute and manage new relationships arise between companies, firms and workers and enterprises and institutions. From this new scenario, cooperative relations are intensified to reduce the difficulties that translate as transaction costs for business, which is, costs beyond the cost of production (OLAVE; AMATO NETO, 2001:290). Malafaia, Maciel and Camargo (2006) mentioned that the cooperation networks arise due to the crisis of the traditional models of vertical, demanding action lean and flexible to adapt quickly to market conditions. Balestrin and Verschoore (2008) noted that the horizontal networks being characterized by: Comprised of companies that keep each their independence, but who choose to coordinate specific activity jointly, with the following objectives: creation of new markets, support costs and risks in research and new product development, information management and technologies, definition of quality brands, defense of interests, marketing activities, among others. These networks are formed under the scope of the cooperation of its members, who choose to formalize flexible to better adapt the nature of their relationships. (BALESTRIN; VERSCHORE, 2008:208). Within marketing, the network approach to business cooperation allows the range of actions, previously inaccessible, especially for micro and small businesses, especially; suffer from the difficulty of obtaining resources (PEREIRA, 2004). The retail environment is a setting conducive to networking cooperation. Retail brings together more than 1.5 million companies that together employ about 10 million people, some R$ 1.5 trillion (IBGE, 2008) and market products and services directly to consumers. Moreover, the relevance of studying retail and its activities is justified because they represent a manifestation of the marketing concept at the exact moment that occurs to deliver goods and services to consumers (LAS CASAS, 2010). To Martignano, Alperstedt and Fiates (2005) retail building materials in the Brazilian context has undergone major changes from the 1990s, with the intense competition for the best competitive positions among international groups such as Castorama and Leroy Merlin. 13, pp , October,

9 This scenario also provides new store formats, such as home centers which enhance the self-service. Furthermore, the increased supply of imported products due to the openness of the economy expands the product mix and requires adjustments to the distribution channels. Following the example of other segments, to adjust to the challenging environment, micro, small and medium entrepreneurs in the retail building materials replace the paradigm of individual competition to act collectively. A study by Pereira (2004 ) on the marketing networks of cooperation, particularly in a network of building materials created in 2000 in Rio Grande do Sul, initially constituted with 11 stores, makes many marketing activities performed together. The study reveals that acting cooperatively improved internal and external communication and improved marketing management through the collection, processing and dissemination of information among the associate members. Thus, the network faces more appropriately strong competition in the industry, solidifies his image and increases customer satisfaction. Currently there are four cooperation networks that compete in the retail of construction materials in the State of Paraná. These networks are distributed in different cities and have between 19 and 56 stores attached, featuring a scenario conducive to research the management of marketing information. 3. METHODOLOGY This research is characterized as a multiple case study is to observe and process information management contemplating the theoretical model of Davenport and Prusak (1998), described in section 2.2, the marketing environment of cooperation networks of retail materials construction of Paraná, with transversal perspective of time. As Richardson (1999:148), In a cross-sectional study, data are collected at one point in time, based on a selected sample to describe a population in that particular moment. For Yin (2010), a case study in research involves a matter operated by one or more cases within a bounded system, in comparison of situations. Unlike other qualitative methods, the case study combines several sources of evidence to promote a triangulation of information for explanation of the facts. The multiple case study involves collecting and analyzing data from several cases, it is useful to highlight the differences and similarities between them (GIL, 1999; MERRIAM, 2009). As Godoy (1995) and Yin (2010), a case study can still provide a descriptive purpose, building a detailed account of a phenomenon, involving its configuration, structure, activities and relationships with other phenomena, as in the present study by investigating through the lifting occurs as marketing management in the context of cooperation networks. The secondary data were obtained from the IBGE sites, associations involved in the trade of building materials and the networks studied. The primary data collection was done by the method of written communication, using questionnaires not disguised, filled by an officer of each of the four networks of cooperation 13, pp , October,

10 formally incorporated in the State of Paraná and the store managers associated with these networks, distributed and collected online with the help of the system Qualtrics. The instrument contained closed questions, with answers aimed at scales that are as Gil (1999:139): instruments built with the aim of measuring the intensity of opinions and attitudes in the most objective possible." Were also used open-ended questions so that the respondent could express themselves freely, providing opportunities for the exploitation of information not covered in the closed questions. This structure of the questionnaire, as well as its online hosting, took into consideration the fact that the respondents were scattered in different regions of the State of Paraná, requiring researchers to limitations of time and financial resources. The link that hosted the questionnaire was sent to the managers of networks and redirected them to the 145 shopkeepers associated. Among these tenants, 15 fully completed the instrument, featuring a non-probability sample. Contacts with managers were conducted between the months from July to November 2012, covering various stages and objectives, such as: invitation to participate in the survey, send the link of the instrument for data collection, shipping documents explaining the purposes of the study, answering questions about completing the research protocol, forwarding requests and forwarding protocol for retailers associates and request additional information. These contacts occurred several times through phone calls and s. Treatment of secondary data was done by the description of its contents. Primary data were treated from the content analysis of the answers given by managers of cooperation networks and shops. Closed questions were addressed from the notes made on the scales of intensity and correlation present in the data collection instrument. The presentation of primary and secondary data was performed by means of graphs, tables and comments from the information collected in the various sources consulted by the researcher. 4. STATEMENT AND RESULTS ANALYSIS The survey link was aired on July 9, After several contacts with a view to accession by the network managers, in 18 consecutive days, a manager for each network had already answered the instrument of data collection, this condition being predominant for comparison with the responses of retailers. However, during this same period, only 22 of the 145 tenants had accessed the link to answer the questionnaire and only six of them answered fully. Given this limitation, most were granted 37 days prior to cancellation of the access link to the respondents. In this period, there were new rounds of phone calls and s to the managers of the networks to which they promoted, along with their associates, greater adhesion to search. Interesting to note that all managers conditioned adherence to the study by sending a report consolidated data to completion, thus confirming the relevance of the study to more accurate 13, pp , October,

11 diagnosis about the process and results in the management of marketing information in their organizations. On August 31, 2012 link to access the search was suspended. During this period of 54 days were performed 66 bouts of tenants to the instrument, the volume of which resulted in 15 valid responses to the survey, as shown in Chart 1. CHART 1 Distribution of respondents. NETWORK NUMBER OF MANAGER SHOPKEEPERS STORES RESPONSES RESPONSES Bem Viver 56 Yes 11 Constru & Cia. Cascavel 45 Yes 02 Constru & Cia. Maringá 19 Yes % 25 Yes 00 TOTAL OBSERVED NETWORK PROFILE In relation to the profile of the networks observed, it was found that the number of stores associated with the network varies from 19 to 56 companies. The coverage area includes networks associated with between 5 and 40 cities in the state. The number of employees employed in the administration of networks ranging from 2 to 12 employees. Already the number of employees employed, considering all the shops associated with network ranges direct jobs. In relation to the monthly billing, considering all stores by network, on a scale between R$ 1,000, to R$ 5,000, in the smallest network, and between R$ 10,000, and R$ 15, ,00 in the largest network. 4.2 MARKETING INFORMATION MANAGEMENT PROCESS This section describes the main administrative practice of the process of information management marketing networks observed from the model proposed by Davenport and Prusak (1998), presented in section 2.2 of this study. From the description of this process, are also pointed comparisons between respondents DETERMINATION OF MARKETING INFORMATION NEEDS For best viewing results, will be presented with four tables, which have the following labels: RBV: Living Well Network. RCC: Network & Construction Co. Rattlesnake. RCM: Network & Construction Co. Maringá. RC%: 100% Network. GR: Managers Networks. GL: Managers of Stores. 13, pp , October,

12 Table 1 summarizes the views of respondents in relation to determining the needs of marketing information. TABLE 1 Perceived importance and practical performed at the stage of determination of information needs. DETERMINING OF NEED OF MARKETING INFORMATION 1. It is often seek information that can answer the customers needs. 2. It is regularly seek information about the building materials market. 3. Looking up information that might create advantage in relation to competitors. 4. Looking up information about new products to be sold. LEVEL OF IMPORTANCE ATTACHED LEVEL PRACTICED IN THE NETWORK MODE OF LEVEL PRACTICED RBV RCC RCM RC% RBV RCC RCM RC% GR GL Comparing the views of managers of networks, you can check some findings in relation to this step. The search for information that can meet the needs of customers and the demand for information on new products to be marketed are the activities that have greater regularity between perceived importance and its application on networks. Demand regular market information of construction materials, despite being perceived as an important variable in determining the information needs of marketing is practiced in a reasonable manner in Network Construction & Co. Maringa and Network 100%. The search for information aimed at creating advantage over competitors is recognized as the most important activity in this phase of the process, but runs reasonably Network Construction & Cia of Maringá. In this set of questions, considering fashion between the responses of tenants, no difference from above in the affirmative 2 (n = 9) and from a point below the affirmative 3 (n = 6) compared to fashion observed between the network managers. Thus, there s no significant difference between the two study groups. Also in relation to the stage of determining the information needs of marketing, in the words of the manager of Network Living Well "many retailers have yet to learn more about marketing, "highlighting the limited perception about marketing and that the determination of this information needs area are directed by top management of the network. As for the Network Constu & Cia. Maringa, the moderate practice of actions determine the information needs of marketing suggests that marketing programs, as a whole, now appear to be confined to merely outlined and promotional campaigns announced tabloid offers the network itself, printed monthly and the ads on radio and television. This perception is corroborated by analyzing the following snippet of the response indicated by the manager of the network: "marketing has to be of the utmost importance, with total use in the media". 13, pp , October,

13 In view of the management of the Network 100 %, the determination of information needs in marketing should focus on the customer, according to his statement must always innovate to attract customers. The effort in marketing management must lead in creating, communicating and delivering value to a company for your market (OOLEY; PIERCY; NICOULAUD, 2011) and information management is important element in this process. In the marketing environment, the activity monitoring information supports decisions to be taken by the organization in order to add value to their products and services. Thus, to determine the information needs in this area involves the purposeful dialogue between managers and users of information, supported by specialists in information content and systems professionals that result in a structured set of useful information in the process of decisions made in an organization (DAVENPORT; PRUSAK, 1998). As the results, the Living Well Network and Network Construction & Company Rattlesnake seem to be strongly oriented towards this process MARKETING INFORMATION OBTAINMENT Table 2 summarizes the views of respondents in relation to obtaining marketing information. TABLE 2 Perceived importance and practical step performed in obtaining the information. MEANS OF OBTAINING MARKETING INFORMATION LEVEL OF IMPORTANCE ATTACHED LEVEL PRACTICED IN THE NETWORK MODE OF LEVEL PRACTICED RBV RCC RCM RC% RBV RCC RCM RC% GR 1. Own database General homepages Commissioned research. 4. Passed on by suppliers Information from industry associations Training and lectures Consultancies Scientific Publications Magazines in General Comparing the views of managers of networks, it is possible to establish some relations about this step. Consulting the database itself, using information passed on by suppliers, trainings and lectures and consulting activities are recognized with greater importance and also they are the main means of obtaining marketing information. The commissioned research, although perceived as an important means of obtaining information on Network Marketing Construction & Cia. Cascavel and Network Construction & Company Maringa are practiced only at reasonable level in these organizations. The websites in general, publications in scientific journals in general, although accessible and information-rich sources are only reasonably consulted on most networks observed. 13, pp , October,

14 The reports of industry associations building materials are perceived as an important means and consulted frequently in Bem Viver Network and Construction & Cia. Cascavel Network. With the exception of the source training and lectures," Network 100% despise the other sources. In this group of questions was not performed to compare the responses of the network managers with responses from tenants. To understand this, we start from the observation that obtaining marketing information for the management of networks is very limited allocation to employees and managers of networks, involving little participation from shopkeepers. Except Network & Construction Cia. Maringa, the participation of tenants is more effective in other stages of information management, which are: needs assessment, dissemination and use of information. The other networks seeking marketing information on training and lectures, consultancies and sources close to the retail building materials, as previously reported. According to the manager of Bem Viver Network, the most effective way of obtaining this information is through a hired consultant a few years ago and has advised the network to improve its market position and especially the actions and propaganda in developing promotional campaigns that reinforce the institutional image of the network in its region. But, the Network & Construction Cia. Cascavel seems to count, largely, in consultation with the sources of information industry, as represented by the words of the manager since for him to be connected to others in the industry, using tools such as Anamaco, provides overview of events. Unlike what happens in other networks studied, Network & Construction Cia. Maringá still depends on the information that is provided by retailers. As reported by the manager, the proximity of the shopkeeper with everyday situations enables them to collect market information and share it with other tenants, so as to constitute an important source of information. As reported by the network manager 100 %, the vast majority of marketing information network is obtained in meetings with other networks in Brazil (National Meeting Networking and Business Centers, sponsored annually by SEBRAE). However, obtaining this information refers mainly to issues of media and promotion of networks, in the words of the manager: " apply models gave results those campaigns on other networks, so the chance to hit is greater." In the statements of Davenport and Prusak (1998), obtaining information is a continuous activity and requires the exploitation of sources that are appropriate to the business environment of the organization, and the classification of such information in accordance with the levels of their application, as well as its formatting and structuring targeting the best way to give meaning to their content to decision makers. As the results, the Viver Bem Network and Network Construction & Company Cascavel organizations are more oriented towards this stage of marketing information management. 13, pp , October,

15 4.2.3 MARKETING INFORMATION PROMULGATION Table 3 summarizes the views of respondents in relation to the dissemination of marketing information. TABLE 3 Perceived importance and practice held in the stage of dissemination of marketing information. DISSEMINATION OF MARKETING INFORMATION 1. Information is formally organized. 2. There is a database developed according to their own needs. 3. Information are available electronically. 4. The information is constantly updated. 5. Information is organized according to the needs of users. 6. There are periodic investments in upgrading hardware. 7. There are periodic investments in upgrading softwares. 8. Users are often trained to take better advantage of the information available. 9. The information is easily found by users. 10. Are directed only to the leaders. 11. Are disseminated only in meetings. 12. Is disseminated only on request. LEVEL OF IMPORTANCE ATTACHED LEVEL PRACTICED IN THE NETWORK MODE OF LEVEL PRACTICED RBV RCC RCM RC% RBV RCC RCM RC% GR GL Comparing the views of managers of networks, it is possible to establish some relations about this step. The relevance of the information being formally organized perception is most important and widely practiced in the four networks. The relevance of the information being made available in electronic media, constantly updated and organized according to the needs, perceptions are of greater importance among respondents and practiced intensively in three networks. 13, pp , October,

16 On these issues, the exception is the Network Construction & Company Maringa that despite the importance of perceiving the four variables indicates a reasonable level of implementation in three of them (available in electronic media, constantly updated and organized according to the needs). The opinions diverge on ways of dissemination of marketing information through targeting only for leaders, only in meetings or when requested. The Viver Bem Network and Network Construction & Company Cascavel these practices are not adept. Already Network & Construction Cia. Maringa finds important and practical information targeting only the leaders, remaining neutral the other two variables. Furthermore, the network 100 % think these three major forms of dissemination, including practicing them with full intensity during their routine dissemination of marketing information. The Viver Bem Network is strongly oriented to this step and looking intensely disseminates the information to all members. The Viver Bem Network disagrees over the direction of the information only for leaders, to spread only in meetings or only when they are required marketing information. Training users is considered an important variable in the Viver Bem Network and Network Construction & Company Cascavel, but look like they are practiced unsatisfactorily these organizations. In the notes of the Network 100 %, the absence of a database, investment in upgrading hardware and software and training users, reflects the focus on obtaining information exclusively on training and lectures, as reported previously in step obtaining information. In this set of questions, considering the mode between the responses of tenants, no difference from a position above the affirmative 6 and 7 (n = 6 in both alternatives) to a point below and in the affirmative 5 (n = 7) compared to fashion observed among network managers. Despite the differences observed between the groups was not significant, in questions 6 and 7, there seems to be a more optimistic view of the tenants. Note that the hardware and software used in the common environment of the networks with their associates seem to better meet the expectations of the tenants, who are less frequent users. Thus, the findings presented in the questions 6:07 corroborate the idea that retailers, in fact, are farther from the management process of information networks and have a less critical of the management of networks, which are the main managers and users of information. On the other hand, according to notes in question 5, the network managers are more satisfied in relation to the organization of information, compared with tenants. The answers in question 10 does not have consensus on the vision of the tenants. In this question, the group of 15 respondents, points 2, 3 and 4 of each scale were selected by four tenants. The issue features 12 fashion 3 (n = 5) in response from tenants. Thus, according to the vision of this group in questions 10 and 12 marketing information are accessible with relative ease. As for question 11, to present fashion 4 ( n = 5 ) in response scale among shopkeepers, indicates that the meetings are widely used means to disseminate marketing information networks, contradicting the understanding of managers Viver Bem Network, Cascavel Network & construction Cia. and Network construction & Company Maringá. 13, pp , October,

17 Still on the dissemination of marketing information, the manager of the Viver Bem Network mentions that in every campaign, materials and guidance are always available for easy access for all." In the words of the manager of Network Construction & Company Cascavel, "the marketing information needs to be disseminated in the network or your goal will not be achieved. Network 100 % in the absence of actions such as investment in database, software and hardware, and training of users of information are strengthened by the words of the manager stating that 80 % of members believe that marketing information is valid, but still find retailers who value the network only as a union shop. The dissemination of information takes into account the information needs of users, this step being strongly affected by the structure and organization of informational politics (DAVENPORT, PRUSAK, 1998; McGEE ; PRUSAK, 1994). Decisions are part of this step the way in which users have access to information (disclosure or demand) and the means (electronic, print, forms, meetings, etc.). The Viver Bem Network and Network Construction & Company Cascavel organizations are more oriented towards this stage of marketing information management; including being allowed them better flow between users. Moreover, issues of marketing information dissemination seem to represent the highest rates of application unsatisfactory, since the perceived importance of this step and its mechanisms is higher compared to the levels of what is effectively applied in organizations observed USE OF MARKETING INFORMATION Table 4 summarizes the views of respondents in relation to the use of marketing information. TABLE 4 Perceived importance and practice held in the stage of use of marketing information. USE OF MARKETING INFORMATION LEVEL OF IMPORTANCE ATTACHED LEVEL PRACTICED IN THE NETWORK MODE OF LEVEL PRACTICED RBV RCC RCM RC% RBV RCC RCM RC% GR GL 1. The information is always adequate for making decisions Information is always updated The information is available according to the needs of use. 4. Users always rave about the process of information management marketing. 5. The reports always contain the necessary information for marketing decisions. 6. Information management marketing business allows us to comply with goals. 7. Are often implemented important decisions concerning the management of marketing information Comparing the views of managers of networks, it is possible to establish some relations about this step. Managers perceive as the most important factors in the use of the information to their suitability and 13, pp , October,

18 present the appropriate content of the reports and the ability to make important decisions concerning the management of marketing information. Specifically in relation to the Network Construction & Cia. Maringa, three of these factors (appropriateness, timeliness and ability to make important decisions concerning the management of marketing information), it does not seem satisfactorily during their routine management of marketing information, as the application level is indicated with an index less than the indicated level of significance. The statement 6 does not seem to occur satisfactorily in Network Construction & Company Cascavel e and Network Construction & Cia. Maringa, since they do not realize in practice the same level assigned to its importance. In the case of 100 % Network, this issue is seen as being of no importance, but the company can achieve its goals in the use of marketing information from the trainings and lectures, as previously reported in the means of obtaining marketing information. In the perception of managers of Viver Bem Network and the Network 100 % is only reasonable matter that users always praising the management process of marketing information on their networks. A striking finding in the case of Network 100 % is that, although there is no structured processes for managing information, as reported in previous analyzes, users often praise the process of information management network marketing. This seems to justify the importance attached to obtaining marketing information on training and lectures mentioned by the company and its effective use in their everyday practices. The Viver Bem Network, Network & Construction Cia. Cascavel and Network Construction & Cia. Maringa realize the importance of the information being available according to usage needs, but in the case of Network Construction & Cia. Maringa, there seems to be a need for appropriateness of this practice. Also on this issue, the Network 100 % indicates reasonable rates of perceived importance and implementation in their daily management of marketing information. In this group of questions, considering the fashion among the responses of retailers, there is a difference of one point above the assertions 1 and 5 (n = 7 and n = 5, respectively). Despite the differences observed between the groups was not significant, in questions 1 and 5, there is a more optimistic view of the tenants as to the suitability of the information for decision making in marketing, as well as for the achievement of goals of their companies. Moreover, as noted in question 7 fashion among retailers (n = 6), there is a less effective implementation of important decisions in marketing, compared with the responses of the network managers. The answers for questions 3 and 4 do not have consensus on the vision of the tenants. In question 3, the group of 15 respondents, points 3, 4 and 5 of the scale were selected each for five tenants and, in question 4, paragraphs 3, 4 and 5 of each scale were selected by four shopkeepers. The effective use of marketing information on the Viver Bem Network shows some limitations, as the reports generated by the system does not always contain the information necessary for decisions 13, pp , October,

19 in this area. Furthermore, as pointed out in the survey manager itself, users believe that the process of information management partially meets your needs. However, the information available is current and appropriate for decision-making, allowing the network to meet their goals and implement major actions in the area of Marketing. The effort in the management of marketing information in the case of Network Construction & Cia. Cascavel seems to be focused on the actions of marketing, noted the manager, stating that with the central office managing marketing information, facilitates the shopkeeper disclosure in shop and reach your goals. In the words of the manager of the Network 100 % Our tenants do not have the culture to measure the influence of marketing in their stores." However, this does not mean that marketing is not being done. The use of information is a task that can occur in several ways, since the forms of search and understanding of the information depends on the individual conceptions of its users. At this stage, managers seek the information available to relate it to their experiences to decision making (DAVENPORT, PRUSAK, 1998). Given the multiplicity of representations of information between individuals, Choo (2006) reaffirms the importance of creating flexible methods in the information management policies of an organization. Thus, the results presented, the Viver Bem Network and Network Construction & Company Cascavel, Network & Construction Cia. Maringa and 100% Network are organizations geared to this multiplicity of use of marketing information, despite having some points be improved in their everyday practices. 4.3 RESULTS OBTAINED BY THE NETWORKS WITH THE MARKETING INFORMATION MANAGEMENT None of the four networks observed has formally established a system to meet the needs of marketing information. Note the use of a management system with many modules, but which can provide information pertaining to this area by applying search filters. Marketing decisions in the four networks are usually taken so circumstantial. Thus, they serve as a basis for the decision, for example, release tabloid offers of the month, the linking of data on the price of the goods contained in the system network costs or made available by retailers, with the announcement by a competitor. As mention earlier, much of the marketing information available in the offices of the networks only concerns the promotion and communication of these organizations. Other data needed in this area, on product and price, in most cases, are only available to the shopkeepers. Anyway, as a SIM is composed not only by formally structured aspects of an information system, it is possible to verify its effectiveness for use from the views of managers of networks and compare them with the perceptions of retailers. Table 5 summarizes the views of respondents in relation to the results obtained by the networks through information management marketing. 13, pp , October,

20 TABLE 5 Results obtained by the networks through information management marketing. RESULTS OBTAINED THROUGH INFORMATION PERCEIVED LEVEL OF SATISFACTION MANAGEMENT MARKETING RBV RCC RCM RC% GR GL 1. Often can meet the needs of customers Increased customer loyalty Can anticipate future needs of customers Can sell more product inventories Practice competitively priced when compared to key competitors Continually promoting commercial initiatives and strengthening of the name or brand Improved physical structure stores Can meet the expectations of owners Comparing the views of managers of networks, it is possible to establish some relations on this issue. Increased customer loyalty, the best inventory turnover of products, competitive prices relative to competitors and the continued promotion of commercial activities and strengthening of the name/brand of the network are the main results observed in the studied networks. Customer satisfaction and improves the physical structure of the shops are significant results arising from the management of marketing information except for the Network Construction & Company Maringa, which considers only reasonable results in these dimensions. The anticipation of future needs of customers and meet the expectations of the owners/shareholders of the stores are also results concerning the management of marketing information for Viver Bem Network and the Network Construction & Company Cascavel. As for the Network Construction & Company Maringa and the Network 100% these dimensions have only reasonable levels. In this set of questions, considering the mode between the responses of tenants, no difference from above in the affirmative 3 (n = 5) and from a point below the affirmative 4, 5 (n = 9 n = 9, respectively). Despite the differences observed between the groups was a not significant, issue 4:05 reveals a less optimistic view of shopkeepers, compared with the views of managers of networks, as the inventory turnover and competitive prices with the competition. On the other hand, as seen in the fashion issue among shopkeepers 3 ( n = 5 ), there is a perception that the more effective management of marketing information helps in anticipating future needs of customers, compared with the responses of managers networking. In the words of the manager of the Viver Bem Network, "our position in the polls improved significantly Top of Mind, confirming the assumptions that the establishment of coordinated actions, characteristics of cooperation networks, as well as proficiency in information management, enables the scope of marketing results satisfactory. For the manager of Network Construction & Company Rattlesnake, when we begin to increase marketing and feedback to each action, the results improved a lot." In the words of the manager of the Network 100 % effort information management marketing network is concentrated to improve our communication, find the actions of the media that attracts more customers." It appears that this 13, pp , October,