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Market Intelligence (market + intelligence)

Distribution by Scientific Domains
Business, Economics, Finance and Accounting66%
Humanities and Social Sciences33%

Selected Abstracts

Crossing Cultures, Learning to Export: Making Houses in British Columbia for Consumption in Japan,

ECONOMIC GEOGRAPHY, Issue 2 2002
Tim Reiffenstein
Abstract: In this article, trade is conceptualized as a cultural as well as an economic and political process. In this view, exporting connects market intelligence with production intelligence on either side of national, typically cultural, borders. These connections frequently imply alternative, mutually influencing, forms of communication and learning that have various implications for local development. A model of relational market intelligence is outlined as a way of understanding this dimension of exporting. The model integrates production and market intelligence while emphasizing alternative pathways of learning and communication. It is applied to the newly emergent trade that features the export of houses from British Columbia to Japan. Within an extended case-study research design framework, information is based on interviews with manufacturing firms and related organizations in British Columbia. Implications for local development in British Columbia are noted. [source]

Marketing information systems in tourism and hospitality small- and medium-sized enterprises: a study of Internet use for market intelligence

INTERNATIONAL JOURNAL OF TOURISM RESEARCH, Issue 4 2001
Emma Wood
Abstract This study investigates the nature of marketing information systems (MkIS) within small- and medium-sized enterprises (SMEs) and focuses on the importance of external information and market intelligence. The sources of market intelligence are investigated with particular emphasis on understanding the usefulness of the Internet for external information gathering. The empirical research to support the study uses survey methods to investigate marketing information systems, market intelligence and Internet use within hospitality and tourism SMEs in the Yorkshire and Humber region. The findings indicate that SMEs in this sector make use of informal marketing information systems which mainly concentrate on internal and immediate operating environment data. Important wider market intelligence is underutilised owing mainly to the resource constraints of these smaller businesses. The Internet has not yet been recognised as an important source for market intelligence despite having the benefits of providing much of the necessary data more quickly and at a lower cost than many other sources. Copyright © 2001 John Wiley & Sons, Ltd. [source]

The Marriage of Politics and Marketing

POLITICAL STUDIES, Issue 4 2001
Jennifer Lees-Marshment
Research into major party behaviour in Britain from a political marketing perspective finds that political marketing is broad in scope and offers fresh analytical tools to explain how political organizations behave. It is nevertheless a marriage between political science and marketing. It borrows the core marketing concepts of product, sales and market-orientation, and techniques such as market intelligence, and adapts them to suit traditional tenets of political science to produce an integrated theoretical framework. A party that takes a product-orientation argues for what it stands for and believes in. A Sales-Orientated party focuses on selling its argument and product to voters. A Market-Orientated party designs its behaviour to provide voter satisfaction. Exploring these three orientations demonstrates that political marketing can be applied to a wide range of behaviour and suggests its potential to be applied to several areas of political studies. [source]

The role of international design orientation and market intelligence in the export performance of US machine tool companies

R & D MANAGEMENT, Issue 2 2000
Alan MacPhersonArticle first published online: 17 DEC 200
This paper looks at the role of product design in the export performance of US manufacturing firms in the machine tool (MT) industry. Evidence from a survey of 173 MT companies points to stronger export results among firms that initiate the design process with respect to the needs of foreign buyers. In contrast, firms that enter foreign markets with products that were originally designed for domestic clients typically exhibit weaker export sales. Firms in the latter category spend less on market intelligence than their more internationally-oriented counterparts. For both groups of firms, however, a common finding is that recent interest in export expansion has been driven by rising import penetration (loss of domestic market share). The paper concludes with a brief discussion of the implications of the empirical results for future research on export marketing. [source]

Company Competencies as a Network: The Role of Product Development

THE JOURNAL OF PRODUCT INNOVATION MANAGEMENT, Issue 3 2000
Hanne Harmsen
Product development managers and academics like to assure themselves and each other that new product development is one of the most critical areas of company competence and contributes positively to company success. But does top management agree? Because if they do not, the consequences will heavily influence the resource allocation to product development and career possibilities of new product developments manager. This study examines how top managers view the importance of product development relative to other central competence areas. Although asking managers about their perception is one way of evaluating the importance, its contribution to company success is another important measure. In this study, the impact of product development, relative to other important competence areas, is measured to assess further how critical product development is for overall company success. The authors investigate these matters in a survey of top managers in 513 Danish production companies. Ten areas important for achieving company objectives are identified. These are product development, market intelligence, production management, strategy and vision, sales, market responsiveness, promotion, internal co-operation, image, and supply management. Product development is rated a fairly important competence as it ranks number four, with sales, market responsiveness, and production management ranking numbers one to three. Yet a distressing negative impact on overall company success is found for product development proficiency, whereas success is positively related to production management, image, and differentiation of products. Further analysis reveals that product development contributes positively to success by enabling product differentiation and enhancing promotion proficiency. Influenced by and influencing many other competencies, product development is found to be a central competence. Results support a nonfunctional and broad perspective of how bundles of competences interact and impact on success and establish a positive overall contribution to product development. [source]