The advertising might be catchy, interesting, or cutting edge -- but in terms of what most clients care about, of making more money for a company, the results were uncertain, even in the minds of industry professionals. Worse yet, from the point-of-view of the marketing industry, the idea of cutting spending did not seem to automatically translate into lower revenue.
The research contained qualitative as well as quantitative data, which made the results even more industry from an insider's perspective. While the Internet and availability of new media, as well as a widening of old media channels such as televisions' multiplicity of channels, another reason may be more recent. One respondent cited that halo effect of the Sarbanes-Oxley Act of 2002. His response centered on the difference the law was making in the way top managers run companies. He stated that "marketing as the last bastion of uncontrolled spending," in companies that are increasingly strapped because of accounting reforms that demand greater stringency and accountability for management and market being viewed as "a risk, a financial risk," that shows no clear return on investments. (Elliot, 2005)
Perhaps one of the most interesting aspects of the Forrester study from a research perspective was its cross-industry nature. Also, it had a focus upon the effects of on singular, specific business, marketing or advertising area -- the perceived efficacy was measured in an anonymous and honest fashion. Moreover, its use of interviewing in greater depth some top-flight marketers as well as...
It is projected that at least 10% of the individuals receiving the survey will respond. There are a variety of reasons for using qualitative methods in a study such as this one. Even though there are drawbacks to the qualitative method including (but not limited to) the fact that respondents are not known and could be lying, the responses are very subjective, and the questions themselves are quantitative in nature,
One business research method that has been used to good effect by some companies is the data envelope analysis methodology developed by Charnes and his colleague (1978, cited in Marcoulides at p. 122). According to Marcoulides (1998), "This method is used to evaluate the relative efficiency of a set of decision-making units (DMUs)" (p. 122). The term "decision making unit" was coined by Charnes and his associates to describe a
This introduces another theoretical and practical difference between business proposals and formal research, and that is the evaluation of their results. Typically business proposals have specific revenue and cost objectives associated with them, yet lack the precision of results that formal research has. Business proposals' variability is not as easily quantified and measured, and therefore potentially overcome as the more planned approach of formal research. Formal research methodologies can take
The ability to parse through the many records of transactions, customer contacts, and many other items stored electronically creates the foundation for data mining's definition. Data mining specifically is defined as the process of data selection, exploration and building models using vast data stores to uncover previously unknown patterns, insights, and observations that lead to strategies for effective differentiation and growth. Central to the development of data modeling is the creation of data and prediction models based
Administration which relates to issues such as security, rules during work, holidays and vacations, office layout and services and personal record. Lastly human resources section is shouldered with the responsibility of industrial and labour relations which looks in to issues such as collective bargaining, grievance procedures and presentation of elections. 2.2 Challenges facing Human Resources According to Duncan (2005), "The identification close to eight areas which pose great challenge to the
Business Marketing brand manager was quoted as saying, "You may think you define your relevant market." Comment. Brand management, as a recognized organizational objective, is attributed to Neil McElroy in 1931, who was then a junior marketing manager assigned to advertising Camay soap, and who later become Procter & Gamble's CEO. The intended purpose of brand management was to solve sales problems through the use of research to understand weakening sales
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