Marketing Research for E&BE
EBB085A05
,Table of Contents
Lecture 1 2
Chapter 2 - Defining the Marketing Research Problem and Developing an Approach 2
Chapter 3 - Research Design 11
Chapter 4 - Exploratory Research Design: Secondary Data 24
Lecture 2 36
Chapter 5 - Exploratory Research Design 36
Chapter 6 - Descriptive Research Design: Survey and Observation 44
Lecture 3 - Chapter 5 & 6 Continued… 50
Lecture 4 50
Chapter 8 - Measurement and Scaling: Fundamentals and Comparative Scaling 50
Chapter 9 - Measurement and Scaling: Noncomparative Scaling Techniques 54
Lecture 5 62
Chapter 10 - Questionnaire and Form Design 62
Chapter 14 - Data Preparation 69
Lecture 6 77
Chapter 7 (Lilien et al.) - The Marketing Mix 77
Lecture 7 84
Chapter 7 (Malhotra) - Causal Research Design: Experimentation 84
Chapter 6 (Lilien et al.) - New Product and Service Design 90
Lecture 8 - Chapter 7 (Malhotra) continued… 93
Lecture 9 93
Chapter 20 (Malhotra) - Cluster Analysis 93
Chapter 3 (Lilien et al) - Segmentation and Targeting 96
Lecture 10 98
Chapter 21 (Malhotra) - Multidimensional Scaling 99
Chapter 4 (Lilien et al) - Positioning 101
1
,Lecture 1
Chapter 2 - Defining the Marketing Research Problem and Developing an
Approach
Importance of Defining the Problem
Problem definition involves stating the general problem and identifying the specific components
of the marketing research problem. When the marketing research problem has been clearly
defined can research be designed and conducted properly. Of all the tasks in a marketing
research project, none is more vital to the ultimate fulfillment of a client’s needs than a proper
definition of the research problem. All the effort, time, and money spent from this point on will be
wasted if the problem is misunderstood or ill defined. It is important to be asking the right
questions. If the problem is inadequately defined, it will lead to failure of marketing research
projects.
The process of Defining the Problem and Developing an Approach
The problem definition and approach development
process is shown in Figure 2.1. The tasks involved
in problem definition consist of discussions with
the decision makers, interviews with industry
experts and other knowledgeable individuals,
analysis of secondary data, and sometimes
qualitative research. These tasks help the
researcher to understand the background of the
problem by analyzing the environmental context.
Certain essential environmental factors bearing on
the problem should be evaluated. Understanding
the environmental context facilitates the
identification of the management decision
problem. Then the management decision problem
is translated into a marketing research problem.
Based on the definition of the marketing research
problem, an appropriate approach is developed.
2
, Tasks Involved
Discussions with decision makers
Discussions with decision makers (DM) are extremely important. The DM needs to understand
the capabilities and limitations of research. Research provides information relevant to
management decisions, but it cannot provide solutions because solutions require managerial
judgement. Conversely, the researcher needs to understand the nature of the decision
managers face and what they hope to learn from the research.
To identify the management problem, the researcher must possess considerable skill in
interacting with the DM. Several factors may complicate this interaction. Access to the DM may
be difficult, and some organizations have complicated protocols for access to top executives.
The organizational status of the researcher or the research department may make it difficult to
reach the key DM in the early stages of the project. Finally, there may be more than one key DM
and meeting with them collectively or individually may be difficult. Despite these problems, it is
necessary that the researcher interact directly with the key decision makers.
The problem audit provides a useful framework for interacting with the DM and identifying the
underlying causes of the problem. The problem audit, like any other type of audit, is a
comprehensive examination of a marketing problem with the purpose of understanding its origin
and nature.
It is important to perform a problem audit because the DM, in most cases, has only a vague idea
of what the problem is. For example, the DM may know that the firm is losing market share but
may not know why, because DMs tend to focus on symptoms rather than on causes. Inability to
meet sales forecasts, loss of market share, and decline in profits are all symptoms. The
researcher should treat the underlying causes, not merely address the symptoms. For example,
loss of market share may be caused by a superior promotion by the competition, inadequate
distribution of the company’s products, or any number of other factors. Only when the underlying
causes are identified can the problem be successfully addressed.
As in the case of the private label jeans, a problem audit, which involves extensive interaction
between the DM and the researcher, can greatly facilitate problem definition by determining the
underlying causes. The interaction between the researcher and the DM is facilitated when one
or more people in the client organization serve as a liaison and form a team with the marketing
researcher. In order to be fruitful, the interaction between the DM and the researcher should be
characterized by the seven Cs:
1. Communication. Free exchange of ideas between the DM and researcher is essential.
2. Cooperation. Marketing research is a team project in which both parties (DM and
researcher) must cooperate.
3. Confidence. The interaction between the DM and the researcher should be guided by
mutual trust.
3
EBB085A05
,Table of Contents
Lecture 1 2
Chapter 2 - Defining the Marketing Research Problem and Developing an Approach 2
Chapter 3 - Research Design 11
Chapter 4 - Exploratory Research Design: Secondary Data 24
Lecture 2 36
Chapter 5 - Exploratory Research Design 36
Chapter 6 - Descriptive Research Design: Survey and Observation 44
Lecture 3 - Chapter 5 & 6 Continued… 50
Lecture 4 50
Chapter 8 - Measurement and Scaling: Fundamentals and Comparative Scaling 50
Chapter 9 - Measurement and Scaling: Noncomparative Scaling Techniques 54
Lecture 5 62
Chapter 10 - Questionnaire and Form Design 62
Chapter 14 - Data Preparation 69
Lecture 6 77
Chapter 7 (Lilien et al.) - The Marketing Mix 77
Lecture 7 84
Chapter 7 (Malhotra) - Causal Research Design: Experimentation 84
Chapter 6 (Lilien et al.) - New Product and Service Design 90
Lecture 8 - Chapter 7 (Malhotra) continued… 93
Lecture 9 93
Chapter 20 (Malhotra) - Cluster Analysis 93
Chapter 3 (Lilien et al) - Segmentation and Targeting 96
Lecture 10 98
Chapter 21 (Malhotra) - Multidimensional Scaling 99
Chapter 4 (Lilien et al) - Positioning 101
1
,Lecture 1
Chapter 2 - Defining the Marketing Research Problem and Developing an
Approach
Importance of Defining the Problem
Problem definition involves stating the general problem and identifying the specific components
of the marketing research problem. When the marketing research problem has been clearly
defined can research be designed and conducted properly. Of all the tasks in a marketing
research project, none is more vital to the ultimate fulfillment of a client’s needs than a proper
definition of the research problem. All the effort, time, and money spent from this point on will be
wasted if the problem is misunderstood or ill defined. It is important to be asking the right
questions. If the problem is inadequately defined, it will lead to failure of marketing research
projects.
The process of Defining the Problem and Developing an Approach
The problem definition and approach development
process is shown in Figure 2.1. The tasks involved
in problem definition consist of discussions with
the decision makers, interviews with industry
experts and other knowledgeable individuals,
analysis of secondary data, and sometimes
qualitative research. These tasks help the
researcher to understand the background of the
problem by analyzing the environmental context.
Certain essential environmental factors bearing on
the problem should be evaluated. Understanding
the environmental context facilitates the
identification of the management decision
problem. Then the management decision problem
is translated into a marketing research problem.
Based on the definition of the marketing research
problem, an appropriate approach is developed.
2
, Tasks Involved
Discussions with decision makers
Discussions with decision makers (DM) are extremely important. The DM needs to understand
the capabilities and limitations of research. Research provides information relevant to
management decisions, but it cannot provide solutions because solutions require managerial
judgement. Conversely, the researcher needs to understand the nature of the decision
managers face and what they hope to learn from the research.
To identify the management problem, the researcher must possess considerable skill in
interacting with the DM. Several factors may complicate this interaction. Access to the DM may
be difficult, and some organizations have complicated protocols for access to top executives.
The organizational status of the researcher or the research department may make it difficult to
reach the key DM in the early stages of the project. Finally, there may be more than one key DM
and meeting with them collectively or individually may be difficult. Despite these problems, it is
necessary that the researcher interact directly with the key decision makers.
The problem audit provides a useful framework for interacting with the DM and identifying the
underlying causes of the problem. The problem audit, like any other type of audit, is a
comprehensive examination of a marketing problem with the purpose of understanding its origin
and nature.
It is important to perform a problem audit because the DM, in most cases, has only a vague idea
of what the problem is. For example, the DM may know that the firm is losing market share but
may not know why, because DMs tend to focus on symptoms rather than on causes. Inability to
meet sales forecasts, loss of market share, and decline in profits are all symptoms. The
researcher should treat the underlying causes, not merely address the symptoms. For example,
loss of market share may be caused by a superior promotion by the competition, inadequate
distribution of the company’s products, or any number of other factors. Only when the underlying
causes are identified can the problem be successfully addressed.
As in the case of the private label jeans, a problem audit, which involves extensive interaction
between the DM and the researcher, can greatly facilitate problem definition by determining the
underlying causes. The interaction between the researcher and the DM is facilitated when one
or more people in the client organization serve as a liaison and form a team with the marketing
researcher. In order to be fruitful, the interaction between the DM and the researcher should be
characterized by the seven Cs:
1. Communication. Free exchange of ideas between the DM and researcher is essential.
2. Cooperation. Marketing research is a team project in which both parties (DM and
researcher) must cooperate.
3. Confidence. The interaction between the DM and the researcher should be guided by
mutual trust.
3
