Bagian 4
Bagian 4
P&G, one of the world’s
most respected marketing
companies, knows that
to build meaningful
relationships with
customers, you must first
understand them and how
they connect with your
brand. That’s the role of
marketing research.
spected marketing companies. P&G makes and markets a who’s who
list of consumer megabrands, including the likes of Tide, Crest, Bounty,
Charmin, Puffs, Pampers, Pringles, Gillette, Dawn, Ivory, Febreze, Swiffer,
Olay, Cover Girl, Pantene, Scope, NyQuil, Duracell, and dozens
more. The company’s stated purpose is to provide products that “improve
the lives of the world’s consumers.” P&G’s brands really do create
value for consumers by solving their problems. But to build
meaningful relationships with customers, you first have to understand
them and how they connect with your brand. That’s where marketing
research comes in.
Chapter Preview
In this chapter, we continue
our exploration
of how marketers gain insights into consumers and the marketplace. We
look at how companies develop and manage information about important
marketplace elements: customers, competitors, products, and marketing
programs. To succeed in today’s marketplace, companies must
know how to turn mountains of marketing information into fresh customer
insights that will help them deliver greater value to customers.
Let’s start with a good story about marketing research and customer
insights in action at P&G, one of the world’s largest and most re-
a.
Marketing information by itself has little value. The
value is in the customer insights gained from the
information and how these insights are used to make
better marketing decisions.
b.
The marketing information system begins and ends with users—assessing their information needs and
then
delivering information that meets. ther managers may omit things they ought to know, or they may not
know to ask for
some types of information they should have. For example, managers might need to know
about surges in favorable or unfavorable consumer discussions about their brands on blogs
or online social networks. Because they do not know about these discussions, they do not
think to ask about them. The MIS must monitor the marketing environment to provide decision
makers with information they should have to better understand customers and make
key marketing decisions.
c.
The problem isn’t finding information; the world is bursting with information from a glut of sources. The
real challenge is to find the right information—from inside and outside sources—and turn it into customer
insights.
Internal Data
Many companies build extensive internal databases, electronic collections of consumer
and market information obtained from data sources within the company’s network. Marketing
managers can readily access and work with information in the database to identify
marketing opportunities and problems, plan programs, and evaluate performance. Internal
data can provide strong competitive advantage. “Locked within your own records is a huge,
largely untapped asset that no [competitor] can hope to match,” says one analyst. Companies
are “sitting on a gold mine of unrealized potential in their current customer base.” 6
d. Whereas marketing intelligence involves actively scanning the general marketing environment, marketing
research involves more focused studies to gain customer insights relating to specific marketing decisions.
P&G, one of the world’s
most respected marketing
companies, knows that
to build meaningful
relationships with
customers, you must first
understand them and how
they connect with your
brand. That’s the role of
marketing research.
spected marketing companies. P&G makes and markets a who’s who
list of consumer megabrands, including the likes of Tide, Crest, Bounty,
Charmin, Puffs, Pampers, Pringles, Gillette, Dawn, Ivory, Febreze, Swiffer,
Olay, Cover Girl, Pantene, Scope, NyQuil, Duracell, and dozens
more. The company’s stated purpose is to provide products that “improve
the lives of the world’s consumers.” P&G’s brands really do create
value for consumers by solving their problems. But to build
meaningful relationships with customers, you first have to understand
them and how they connect with your brand. That’s where marketing
research comes in.
Chapter Preview
In this chapter, we continue
our exploration
of how marketers gain insights into consumers and the marketplace. We
look at how companies develop and manage information about important
marketplace elements: customers, competitors, products, and marketing
programs. To succeed in today’s marketplace, companies must
know how to turn mountains of marketing information into fresh customer
insights that will help them deliver greater value to customers.
Let’s start with a good story about marketing research and customer
insights in action at P&G, one of the world’s largest and most re-
a.
Marketing information by itself has little value. The
value is in the customer insights gained from the
information and how these insights are used to make
better marketing decisions.
b.
The marketing information system begins and ends with users—assessing their information needs and
then
delivering information that meets. ther managers may omit things they ought to know, or they may not
know to ask for
some types of information they should have. For example, managers might need to know
about surges in favorable or unfavorable consumer discussions about their brands on blogs
or online social networks. Because they do not know about these discussions, they do not
think to ask about them. The MIS must monitor the marketing environment to provide decision
makers with information they should have to better understand customers and make
key marketing decisions.
c.
The problem isn’t finding information; the world is bursting with information from a glut of sources. The
real challenge is to find the right information—from inside and outside sources—and turn it into customer
insights.
Internal Data
Many companies build extensive internal databases, electronic collections of consumer
and market information obtained from data sources within the company’s network. Marketing
managers can readily access and work with information in the database to identify
marketing opportunities and problems, plan programs, and evaluate performance. Internal
data can provide strong competitive advantage. “Locked within your own records is a huge,
largely untapped asset that no [competitor] can hope to match,” says one analyst. Companies
are “sitting on a gold mine of unrealized potential in their current customer base.” 6
d. Whereas marketing intelligence involves actively scanning the general marketing environment, marketing
research involves more focused studies to gain customer insights relating to specific marketing decisions.