Keith Fletcher

Success in Database Marketing: Some Crucial Factors

From the authors′ research in database marketing (DBM) it seems that a number of factors contributing to successful DBM can be identified. This research, allied with a review of work in DBM, leads to the conclusion that four main factors can be identified in successful database marketing. The study consisted of 25 in‐depth interviews with key users and suppliers and provides some empirical support for the views put forward.

Market Intelligence for International Markets

Based on the scanning modes of Scottish exporters of construction services, the authors conclude that significant deficiencies exist in information flows within firms. The need for mixed scanning is recommended, combining objective knowledge with experiential knowledge. Consortia may be a solution to the information and intelligence gathering problems of smaller firms.

Database marketing: a channel, a medium, or a strategic approach?

Database marketing has grown rapidly during the last ten years, spurred on by the changing role of direct marketing, shifting cost structures, developments in information technology and dynamic market conditions. Database marketing and direct marketing have a wide range of applications and are changing the way agencies and media are used. At its most sophisticated, database marketing has the potential to drive marketing policy.

Strategic implementation of database marketing: problems and pitfalls

Database Marketing is a new approach using customer database to communicate directly with customers and monitor the building of customer relationships and sales. In many industries the implementation of database marketing systems has become a priority but success is not guaranteed and this paper discusses a number of problems and constraints based on research findings. These can be classified as insufficient marketing and information orientation, the difficulties of investment justification, organizational barriers, supply infrastructure inadequacies and legal constraints.

Marketing Strategy and Planning in the UK Pharmaceutical Industry: Some Preliminary Findings

Strategic Marketing planning in the British pharmaceutical industry is discussed, with the key areas of marketing personnel, planning procedures and associated analytical tools being focused upon. The responses of a number of companies to whom detailed questionnaires were sent, are shown in tables. These detail, for example, who is responsible, in a particular company for strategic planning, issues, and use of analytical tools. The impression gained from these responses show an extremely marketing‐oriented industry.

The Role of Competitor Information Systems

Considers the nature and scope of a competitor information system (CIS) and the contribution to strategic planning decisions. Investigates the process of operationalizing a CIS as an “intelligence cycle” with discrete organizational activities of identifying needs, collecting, processing, disseminating and using intelligence. Gives a detailed case study of setting up a CIS in a life assurance company, the practical problems met and the solutions adopted. These include the identification of key strategic issues, strategic groupings of competitors, user analysis, and the final collection, evaluation and processing of the data using a hyper‐media software called Guidex. Draws conclusions to guide other system users and designers.

An Analysis of Choice Criteria Using Conjoint Analysis

The trade‐off consumers make when acquiring a video recorder is investigated in both rental and buying situations. Out of five factors, product features were consistently rated as being of least importance when compared with format, price, brand and appearance. In general, the dangers of a product orientation are evident, and manufacturers are recommended to consider the studys implications in other product areas and to assess the consumers perception of the total product offering, rather than focusing narrowly on product attributes.